From Signals to Action: Turning Customer Intelligence Into Outcomes Across the Journey

All right, well welcome everyone. I am Annie and I'm joined by three incredibly smart women Melissa Allen Emily Brennan and Brittany Pelle free and I know we're all really excited to have you here And I can share these are three of my dearest friends. So I know this conversation will certainly be an honest one Maybe not necessarily polished at all times All right, so with that let's dive in every CS team in this room has Probably more customer data than you did two years ago, but that doesn't necessarily mean They were acting faster or in a better way and that's exactly what we're gonna dive into today We're drowning in signals and we're all craving that next best action Today so today we're gonna dive in unpack five things really here the problem the shift the enabler Accelerator and the reality Right so to start we do have a poll so if you can pull out your phones Just in one or two words, what's your biggest challenge with customer data today? Am I allowed to answer our own poll?

Yeah I Hygiene good one Silos heard that word a lot today Alright lots of hygiene lots of silos, so let's maybe dive into that Brittany Melissa, I know you both have definitely lived this so Brittany may be starting with you when does more data Stop helping and start creating noise Yeah, I love that question Throughout my career been asked to run a lot of projects that always start a data I'm a data geek at heart and how many people have been in Worked on a data got to a really great Maybe data insight and you go to present it to your leadership team and they said I love that Can we slice it by ARR? Can we slice it by vertical? What about this customer segment and then you've sliced it 500 different ways and then you come out with a slice and you're like I don't even know what the original question was We call that data paralysis and that is something that I have dealt a lot with in my career And one thing that we did when I first joined hootsuite about 90 days in I was approached and said hey We need you to lead an on-site and we need you to fix the GRR problem Which is a little overwhelming of a problem. So first I think about okay.

Well, how can I think about our customers? How can I think about why customers are leaving why customers are churning? And we really had this aha moment of like we need to look at the question differently Because why customers are churning could be a thousand one things there could be a thousand different slices We would end up in paralysis and what would we actually fix to fix in one quarter? GRR and so we flip the question and we said well, what are our most successful customers do when I success successful?

What is the cohort of customers that retain the strongest in our book of business? so we were able to partner with the data science team and cohort our customers into our healthiest segment of customers and Those customers were the cohort that we wanted to look at their patterns and their behaviors So we then did regression analysis on top of that and we were right There was really only a few things that all those customers did the same and what we found was those few things were The customers had a really successful onboarding when I mean successful onboarding I mean they hit their highest activation metrics and after they hit their highest Activation metrics they were highly engaged. They were using the platform at least weekly if not daily So that right there allowed us to isolate the problem of we need to fix the first 90 days and sure all of our customers Get there. So we really narrowed in on two customers matter Just or two things mattering getting them to fully using the solution and using the habit of using it all the time And we did that by flipping the question not why do our customers leave us?

How do we look at all this data? But what how do we isolate what our healthiest customers do and then emulate those behaviors? so we really shifted from fixing everything being broken to Really sustaining what how can we repeat what our healthy customers do? Melissa yeah, so That's an amazing way to kind of switch the narrative I remember a time in which you know You didn't have enough data and you were frustrated because you didn't have enough data and then suddenly you had access to data And then it was like this is amazing and then you were just like I'm now drowning in data And I don't know what's important.

What's not important what signals we should use And it's kind of like a self-fulfilling prophecy if you feed into a model features you think are gonna cause churn They're gonna show a correlation to churn But does that mean that they're the reason why they turned or is it just correlated to turn right? so I absolutely love burning the way you reframed it because in all honesty There is a lot of things that churn customers have low adoption low activation you know low engagement as You know an exec with the the team the company and the thing is like those are all things that are correlated But are they all the reason right so at octa what we've tried to do is we've also kind of switched the narrative a little Bit we're trying to focus on business goals Versus just I mean we still want to look at risk signals don't get me wrong But we're trying to see is part of the reason that we're not actually getting them to be successful with why they purchased Octa and that's really gonna hopefully help us determine the successful customers versus not so you still want to look at some risk signals But you've really got to kind of switch that narrative because too much data is a problem because it's just it muddies the waters And it creates just a mess an analysis paralysis Same insight from really both of you sharper question. It's not necessarily always more data Super cool all right Emily Maybe you take this next one once you knew the right signal what did coordinated action actually look up look like Walk us through what changed inside your org yeah, definitely So I've worked a lot on different like end-to-end customer journey and customer experience projects So at a past company, you know, I worked for a very popular video conferencing company during kovat And it was really really a stress test for when we had record levels of inbound questions Coming into our pooled customer care and support team As people around the world deployed our solution to make sure that we were keeping work moving and people safe So I think we saw something around 2,000 ticket backlog all based around basic. How do I questions?

And really that's kind of like Your worst case scenario because you're like, okay people are not understanding their most basic use case You know They're trying to get really to that that should be a signal in and of itself for us to maybe change something and look into What is happening along the customer journey? You know, so this wasn't just a capacity problem that we were facing with the team It was really just a signal of a core adoption and self-service gap at scale So rather than sort of the reactive fixes or trying to focus too much on the problem What we did was we mapped the end-to-end self-serve journey By connecting, you know across functions to CS IT business architecture or help documentation team Community product and UX and if we go to the the next slide There's a little bit of a view of it here, but ultimately You know We found that one of the root causes of some of the issues we were having was the join a call button was being visually obscured By a tooltip that was prompting our end users to upload their avatar because that was part of the original onboarding Experience that we wanted our users to have and of course that makes sense, right? You know their pictures there you can find your you know teammates by their little face but in The context had shifted in which our users were using the product and that was something that we then had to apply and shift With as well, but we wouldn't have had that insight if we hadn't brought all the different players Together on the board. So, you know thinking of it like a soccer team You want to make sure that you don't have all people, you know who are attending goal or doing one role You want to make sure you have enough people at the table Across functions so we had community product UX We'd reach out to our social media team to see what people were tweeting about and we tried to synthesize all this information we were using AI at the time in 2020 which feels crazy to try and come up with the Analyzing all these different sources and it gave us a lot of insight Ultimately, we built a bi-weekly cross-functional Tiger team It ran for I think the better part of that year driving CX fixes proactive tool tips You know changing Fundamentally how our help and adoption content worked and it did build the bigger business case for a digital success hub That was it had housed all of our adoption content And so, you know It really helped us come together prove the value and I think it helped a lot of the rest of the business Understand the type of insight that folks in CS and customer experience can bring to the table story insight Brittany I know you've got one to share Love about all of this as we work at three very different companies.

We've crossed paths throughout our career That's why we've had deep friendships But when we started talking about what we were going to speak to you all about we realized well Y'all kind of approached it the same way. So I think it's a really applicable So very similar to Emily we also at Hootsuite formed a Tiger team So I mentioned I was asked to offer this on-site We realized that onboarding was where we needed to focus and we really brought the cross-functional Tiger team together But what was critical at first is our ELT decided this was an important metric So we knew that onboarding was critical because we had correlated that back in the regression analysis to our healthiest customers So we knew customers who exhibited these behaviors retained about 10% higher. So that's got the ELT involved in took a four-quarter We're gonna sprint we're gonna put cross-functional teams together into this Tiger team and we're gonna work on an iterative process to improve the onboarding experience So we need a product in the room. We need a marketing in the room We needed our product education team in the room customer ops.

We needed all of these people, but we all shared one KPI we all aligned on product healthy usage as defined and we had a very strenuous conversation because how I and customer think a healthy product looks like and what Product thinks a healthy product looks like so two different definitions So we had to align on a common definition Once we aligned on that that became our marching orders in that cross-functional group. We shared a master project plan We had all the deliverables and we met weekly and we just kept the momentum going and that with that cross-functional KPI Having it matter to the ELT having us reported it to the ELT It allowed us to protect the space of our cross-functional peers who can't always Come to the table and help you as much as you want them to help you So it really allowed us to do that. We just kept iterating on the process and in a few slides I'll show you the KPI and how we looked at it But we were able to isolate like if we launched a new onboarding in-app experience and resource center Did that immediately correlate to success and we could watch it watch it week over week and create the momentum going forward? So what we ended up in one quarter taking about seventy six percent of our customers were ending at this Healthy product usage when they graduated from onboarding and we took it up to eighty three percent in just three months Which was really impressive but it was because this tiger team was coming together and really all rowing in the same direction and We had that ELT buy-in that this was important use of our time Love that Melissa I think one thing to tack on to is the ELT buy-in.

I mean you can have Pockets of people like with passion and intelligence and drive But if you don't have that upper leadership wanting to cascade it down it kind of dies and it also kind of just challenges the teams who were driving that and excited about changing it and finding the solution and I kind of Changes their outlook as well. So I think one of those core things especially I mean obviously you got asked an enormous question. Hey fix our GR problem Just like you know, just pull it out of your pocket and fix it But the thing is like you had that buy-in already like they're like we want you to do this and I think some of these bigger Projects can be kind of challenging. But if you've got that buy-in then it just makes things so much smoother Absolutely.

I mean three different stories, but really you guys all shared the same hard part So the signal is certainly the starting point But it's the coordination where the actual work was put in there. So kudos on those stories Alright, so moving on really so how do you build that operational layer that makes that coordination? Repeatable and I know Melissa You have tackled this head-on really thinking at it from a scalable Perspective. So why don't we start with you?

Sure. So I've got some amazing folks in the room today from digital success To our scale to our cover customers basically the coordination Is so important, right and we've actually spent the last six months even making a little bit tighter, which is absolutely amazing so you definitely need to have the kind of team that Wants to improve or wants to iterate I would say what I mean Ultimately the same goal is to to be successful and to make sure their custom that our customers are successful So you've got to have that cross functional partnership and collaboration I would say one of our biggest thing is how our digital success team is working with our scale team So one their partnership is huge But obviously from a backbone like we want to support that from an operational foundation So helping build those programs that reach out to customers, but then building this foundation that says, okay Once they reach a certain point if they're not adopting or if they're not responding to the digital campaign Like what's that next step and we've done a handful of different things We've done from basically just saying okay after so long that this our scale team is going to reach out via CTA And we have a whole really kind of for those of you that were in the session prior I kind of talked about the the insanity that is our routing system But it is so amazing to be able to do that to make sure that the CSMs don't get overwhelmed But something else we did was we they built a hand-raiser program to where? During the scale program if someone is in the program opening the emails and is like I do want help They can actually select it which reduces the cold calling of say a scale CSM It reduces that like that barrier to entry because they're already saying, you know What I actually kind of do what someone to talk to me about this So building all those foundations to make sure that that works and is reportable and we can track the ROI and that's just Table stakes at this point is making sure that we can talk to the right people and increase their activation or adoption early on Especially on those onboarding programs. I mean that that first 90 days is so crucial And so if we can eliminate some of those barriers, that's that's so key Brittany does it look differently in your org?

Set at the beginning. I'm a self-workout data geek So I always start with the data and how are we going to manage the success of this? So I did want to highlight a little bit of how we look at the data and this is a snapshot from the weekly KPI deck that I put to for the ELT every week So if you're not oriented to a customer cohort data view on the left hand set columns Those are all the new customers coming in that week along the bottom is the week in which they're in their tenure So you'll see we don't look good the first three weeks. This is price.

So this is how healthy are they using the product? So this is telling me how many customers are using the really meaningful. There's a very long definition behind this But how many people customers are using the meaningful activities at least weekly within their platform? We don't get that many people to do that in the first three weeks.

And so that allows us to really quickly isolate Okay, what's happening there? We were able to then dig into that time period and say oh It's because it takes us five days from contract sign to actually provision them in the product We should work on that and we could throw all of our forces at working at that and then as we launched that we could Start seeing okay. Well week one is turning up. It's ticking up against our benchmark Then we can go farther where you start seeing the green come into the chart, especially going down the chart view That's when I started really realizing like if you are if you have a CSM on your account So you're spending over twenty five thousand dollars with us and you have a CSM assigned to your account We should probably alert that CSM that you're not hitting your activation metrics So they can get on the phone with the implementation consultant and just help the customer along because we introduce them at At kickoff, so you see the green starts forming.

That's when we introduced an operationalize that so that's why I always start with the data View because now I can really quickly iterate and say okay if we launch something are we seeing it quickly visually? It makes it really easy for executives if you aren't using the cohort report I definitely suggest adding it to your reporting package But then we can really track how we're progressing and it resources on an iterative approach with the tiger team We had a lot of ideas at the beginning but limited resources So how do we start really breaking down that 90 days into weekly cohorts and start fixing the experience along the way? So that's how we looked at operationalizing it using this lot of the same programs that Okta uses with CTAs and digital experience and email campaigns But we always anchor it back to this common KPI the whole team is working towards and this is something we shared Every single month in our all hands company meeting so we could rally the company around this initiative as well Awesome Emily anything to share about your org. I mean my Gainsite admin is the person moderating this panel so I just need to hype her up for you know doing the Lord's work there of the try new There's a session tomorrow a little bit more on how our team rebooted Gainsite so Tons of insights there for what that operational layer looks like it in for I think just a quick note to add There I think Having trust and who's in the room with you whether it's your cross-functional business partners your direct teammates.

It's important You're not going to know all the answers yourself and you need those people in that room. So that collaboration is actually So critical and it matters and as we shift to maybe some AI conversations here We know none of this works in a silo. I think I've heard the word silo in every room. I've been in today Which means you're on the right track, but that's where AI can get really dangerous, right?

Like if you skip that operational layer, we're gonna be in trouble here. So as we're all learning more Just let's keep that in mind. Don't skip that operational layer at all With that, I think we have our second poll just to get a pulse of the room on where we are with AI So, where's your team using AI and your CS motion today? I Love this Yes, we can all relate there Meeting summaries.

Yes can relate All right, so definitely Good feedback in this poll Looks like most of you are already using AI so we don't need to maybe skip the should we conversation And maybe just dive into what's working well and what's not so Brittany maybe we'll start with you Spend your experience with AI and your success motion. Yeah. Oh, sorry. Did I skip our order?

Doesn't matter. That's okay I can jump in for a minute. Thanks Yeah So what's really interesting is I said that we all started having a conversation about what we wanted to present today back in February early March and I didn't really feel like I had a lot on this topic because we were still very much in the experimentation and is it enough to really tell people about it and Way of just I mean is anybody else feel like the last 60 days of AI rocket ship that we've been on like we have now Launched Claude to our entire company. We're opening up MCPs.

We just hosted a CS team AI hackathon last week where we took people who wanted to raise their hand who were super into experimenting We let them go for two weeks let them design something and now we're gonna scale that out Which is just incredible because what the team in the field could come up with they came up with an ROI calculator They came up with a way to auto forecast there and update their sales force forecast based on data intelligence specifically for our scale team that's carrying a book about a 150 to 200 and we're just trying to get the field to Experiment and then as operational leaders think of we can scale that as an organization So I just think there's a ton of opportunity out there and just as much as you can equip your team and give them some guardrails To experiment the hackathon super fun. It gets people really involved and what they produce It's like seeing their baby come to fruition and everybody get it. It's such a great moment for them So there's just a lot of great opportunities and tailwinds in front of us to be able to really build this into our process The biggest thing we're working on right now is account handovers and how we automate from sales to IC to CS Just completely automate that via GONG's transcripts that come through to gain site auto create success plans Just a lot of really cool stuff that we're piloting that I'm really excited about but we weren't there 60 days ago So just know that you can start now and you can build stuff so fast Because it's really it's really incredible how much we can get with the new MCP connections coming out there Emily I can't believe I skipped over you She's been doing great work with an AI nurture campaign in four. So really seeing positive results So take it away And I think one of the things jumping out today just the conversation overall, you know There's there's so much debate and discussion around the role that AI plays not only at work, but also in our lives And I think you know I love this graphic on the slide because I think it does a good job of illustrating the mismatch between The jobs we would like AI to do Versus what it can or should be doing for us And so one of the things I think is super critical when we're thinking about different use cases or applications for AI is that we Come to it with a specific problem.

I feel like so often We're just in a rush to apply AI to everything and we're not really thinking about like this is a tool How can we best apply it here to drive an outcome? And so one way that we've done that at in for is to address, you know different generic outreach so we You know had a lot of outreach about adoption. We have so much content KBs learning courses I'm sure you all have similar And we were really trying to think through like what is the best way to get that in the hands of customers? So, you know, this was really a team effort with so many people touching this at in for but we've built an AI powered nurture program That analyzes each customer's usage versus what they're entitled to and it compares it to their industry peers And so really what we're doing is we're taking a look at here's what you're using Here's what your peers are using and then we're leveraging Gen AI Producing emails that are recommending features to them based off of what their peers are using So if we jump ahead to the next slide, there's maybe a little illustrative model Of you know, in for is an ERP company So the second swim lane there is kind of like showing what that might look like in a customer term But really we have an AI model that can retrieve different content from our different Sources and then put together, you know, here's three features you might consider We don't repeat any features over the span of a quarter.

So they're getting fresh things every month 50% of your peers are using this maybe you should check it out too. By the way Here's how you implement it and links to the relevant content And one of the thing this has been running for a little over six months now And we're seeing that, you know, it is driving lasting behavior change, you know It's it's not just that the emails are getting strong engagement It's fundamentally changing how our customers are using the product You know, and I think we just did analysis hot off the presses like, you know taking a look at it and we see hockey stick Stickiness with the adoption of the features specifically recommended over 240 days It's only 240 days because that's how much data I have so, you know, we're trying to keep track of it You know, we're trying to look into okay Great we have this model that we have a very strong feeling is successfully recommending features to our customers that they should be aware of Well, what about new features? What about recently released features? What about innovation?

So we're starting to look at okay You know, we have the peer benchmark content type Is there a way that we can build this for features that are hot off the presses use this to drive both? Innovation that maps to their use cases, but also that core adoption Are there scoring methods that we can work into here to work this into our model? So there's some really exciting conversations that we're having it in for on how to expand this from like a pilot to a more mature program Even just like connecting this, you know that we've built with IT or IT team has done an amazing job on this How do we connect this into gain site? You know, how do we make sure that we're closing the loop right now?

We're copying the CSEs and all the emails, but that doesn't work at scale so how do we make sure that we are orchestrating that action and keeping that human in the loop and making sure that we are being as impactful as possible with the Wealth of insight and content that this can generate I Love this story personally. All right, Melissa. I know you've got some words of wisdom here The experience to share no no pressure words of wisdom Actually, I would I'd like to come at it from two angles. So AI and NCS Internally, I would like to chat through first.

Like how are we using it internally for customer success like Training or keeping people abreast of stuff or making sure like they have the most up-to-date information I can't tell you how many times there's like this old old video of me walking through gain site at Okta like Literally the seven years ago and it's like my annoying voice Welcome to Okta. This is where you say this is so terrible and it's like still out there and I'm it's horrifying It's like we've got these old things that we don't replace Right and like it's even got the old gain site banner like the old colors is crazy I can't even we have to delete it but like the cool thing we can do is like what about notebook LM What about supplying all the rich data all the playbooks all the everything we need or our our skill director? He basically has early career folks or even just new CSMs coming in How do they learn about how CS is run at Okta or your specific company? What are cool key features?

What are cool highlights that they might need to know coming into the job? How do we make that easier and way more? Digestible without them having to watch a ton of videos or read through material that they're just gonna gloss over right? And if we supply them with something as simple as a notebook LM where you have all these resources you just ask it questions right like at first you can have maybe you have like Excuse me, you have a five-minute video that they watch but then they can just say well, where do I find X?

Where do I find Y? So I think there's so much beneficial things that we can build internally to tools tool wise Excuse me. Sorry and then on as it comes to the actual external and with the customer man Brittany You're totally right like 60 days ago different world man, and there's there's so many really exciting things happening Like we did just purchase staircase. We are using Atlas agent adoption and renewal and I every 30 days I'm like we are so much farther and it's so exciting to see the possibilities now granite You definitely want to take a step back and say what what are the right moves, right?

You don't want to boil the ocean You also don't want to you don't want to overwhelm customers or say I need to do these 20 things you want to do one thing? well But there's always possibilities now So you've got all these all these different things or the signals from sentiment coming in that can absorb all the gong data all the Support cases all the email content and say hey you may be friends with this person and think that the sentiment is positive But reading between the lines like this is not good Right like and that's really hard for a human that is friends with somebody They may not see the signals that we can read through AI Right, so I think there's I just feel like it is almost like a positive Pandora's box But there's so much more to come and so much more out there I think the only thing we need to do is like take a breath and make sure we don't try to you know Do too much really focus in but man guys next year. Can you imagine what we're gonna be able to talk through? It's gonna be crazy.

I love that some great wins and you kind of segued into the maybe next question Let's talk about maybe the not so great. Let's get into Knowing what you know now What's maybe harder about some of this work that most people don't realize? Brittany will toss it to you. Yeah, I mentioned this already But I think clearly defining what is your success metric is critical We all have different definitions across the business I keep picking on product because I don't know if there's any product people in here But how they define an activated user is very differently than how we in CS to find an activated user So really aligning on that saved us time.

It's I've definitely been put backwards on success criteria definition and other projects I've run so that's really critical It's also just really hard to run a cross-functional team You're dealing with people who have other priorities than your own You're asking them to do work that may not have been in their big three goals at the beginning of the year and you're asking Them to spend their time. So how can you align get buy-in from their leadership team? That's an important but know that you're gonna sometimes have to have to track all those dependencies how we approach that for this project at Hootsuite Is we had a master project plan? We were lucky enough to bring in a PM from the PMO who could run the project from a neutral perspective and get everybody together But really we just had to be real with dependencies and what the board those dependencies if missed from another department what downstream impact What that would have but I think really identifying the right data getting everybody aligned to the data and then having that Master project plan and scrum master or project manager that can help keep everybody going and just being upfront that my priorities and marketing Priorities are not always going to be aligned They're not really aligned that often and how can we have that open conversation build the trust like Annie mentioned and know that we're all working to our common goal and that is to make our business and our customers healthier and happier and Just being really upfront with any dependencies that you have to talk about.

Those are the big lessons I learned Love that Emily anything dad I would say the word governance has become a bit of a trigger word for me But it's ultimately so so important You know you can build a really sophisticated system and still be grounded by what is a foundational data problem You know if you're not aligned on what those definitions are and ultimately that's not even like a data problem That's a people in process problem If you have two different departments that are talking about you know Oh, you know this churn reason code or another team is using you know AI to analyze what the churn is and you're ultimately coming To the table with completely different insights that's creating noise That's not creating signal and that's another example of where maybe some governance around how you're interpreting the data You know maybe you know if you're using AI summaries putting some guardrails or you know Details into the prompt of what your business believes are the definitions of certain things Just so that you can make sure that when you meet with someone from another part of the business You know you don't want CS and finance to be having two different conversations About sort of like the same topic, so I would say ultimately you know making sure that you are clear on Speaking the same language and ultimately having governance around what that looks like and how you communicate with other Departments and interpret data that can be super helpful You know and making sure that you're all on the same page going forward Melissa any final thoughts on this? so I Definitely think the governance thing I feel like that my team that's here It's like a triggering thing if I say fast pass last year So we have KPIs and we had definitions for them and our data team had a different definition And then there was like dashboarding that had a slightly different definition, and then we were building out targets Maybe even based on a slightly different definition It's like how do you come together to make sure you're picking the one? Definition that you're all aligned on and you definitely don't want someone going to some random Dashboard that shows it differently because then they're gonna be like why are these different? So governance is huge the other thing is What different people are showing to a customer you also want them to make sure that they're?

Feeding there it's more consistent, so I feel like governance totally spans so many different things, and I think it's underrated I think people are like oh governance But it's like so huge because it it really means a true ROI for an exec leadership team all the way down to is a customer Getting the experience The way they need to from a CSM or a technical account manager is it meaning the same thing? Something else I would say is is having that top-down Buy-in I think you think sometimes oh, this is like a really good project, and I'm really passionate about it Maybe my boss is like yeah go for it But if you totally have siloed yourself and forget to go hey Let's make sure I do a buy-in not just from like say leadership But like cost functionally making sure people are aware that you're doing it because sometimes people get I'm sure you guys I'll have this problem getting your own silos and then realize maybe Bob did it a year ago And it didn't work out so no one's gonna look at your stuff even though it could be better so just Spreading out the knowledge and the the wealth of what you're doing to make sure that you get either people who are excited to help Join you or at least buy-in or knowledge that you're doing it and so it is it's gonna be way more successful that way Thank you very much, so let's see if I can bring this on home for us, but I think one thread Certainly ran through every story today, and really turning our signals into action is an operating problem It's not a tool or technology problem And that's should be great news for all of us in the room because it's definitely Solvable with our teammates that we have on board with us so with that I would like to say thank you ladies We probably all deserve a cocktail But maybe before we get there we can answer some of your questions Sound good all right, so let's look at this top one. How did you define healthy customer outside of Consistent renewals I think that was you Brittany right yeah, so in our specific project when I call somebody a healthy customer It was specifically a defined metric of meaningful usage within the platform But we all know that we can have a really meaningful Usage platform and then the champion leaves and a new champion comes in who hates your product and they leave so we have a lot of Other metrics we look out so healthy customer to us is not only a healthy product usage using meaningful activities on a weekly or daily Basis it's also a lot of other metrics. We have a comprehensive health score.

We have one for every product We roll it up that includes engagement that includes support experience that includes sentiment and survey results And it's an algorithm that we pull in so that's how we're looking at healthy We've also done a lot of pressure testing to ensure the health score actually correlates to health meaning Red score churns green score remains so we continue iterating it and now we're layering in a lot of Data science to help us get even smarter with it with the rise of AI so really really excited about continuing to evolve the health score All right, let's do this next one. What are some tips to get EL T buy-in we said that a few times Yeah, I think You know I think I know we just all you know extolled the virtues of governance But I think the other part of that beneath that is making sure that you have consensus so You know there are definitely leaders in the room who may or may not be right in the first row right now Who've helped teach me the importance of building consensus so making sure that like hey? You know start somewhere start by getting buy-in across different functions make sure that you're getting buy-in You know at your level have your bosses approval, but then building consensus can extend beyond that You know it's kind of like it can sometimes be a snowball effect So it's not like if you as a CSM feel like you need to get alignment with the CEO Depending on the size of your company that could be an impossible task for a place for you to start with an initiative So I think you know start with where you're at building consensus Building a business case understanding what that looks like And as you get more and more people on board it becomes a lot easier to continue to get buy-in For people at the next level or maybe a leader on another team that could be really interesting And maybe they have an ear to the CMO and then the CMO comes to the CCO You know there's different ways that you can get multi-threaded and how you're building that consensus in a similar way that a lot of CSMs try and get multi-threaded within the customer You know you just kind of have to approach how you're building your relationships, and how you're partnering with each other So you know I would say I would say that's critical, but I would love to hear if either of you have additional thoughts Yeah, no, I think that's exactly spot-on and building those reports and relationships are critical I think that I talk in revenue and impact and I approach every conversation with an executive on revenue and impact of what we're going to do And then constantly shouting back and kind of I talk about it all the time We need to be our own PR we need to be sometimes It's hard to like celebrate your wins But you need to be celebrating your PR and the progress that you're making because that's how you're gonna get further investment They're not gonna know to come ask you about how you're doing. They're too busy So talk in revenue impact and celebrate Your wins up up the chain so that they will continue investing in your ideas Yeah, the only thing I would add is to that hype slides is kind of like we've been trying to do hype slides like something super condensed, but basically that hypes Something that was done an initiative The ROI the impact that it made and the only other thing I would say is if see if your ELT actually has a Problem they don't even realize that they have that you can solve by your solution So coming at it on a on a hey I can actually help solve this thing that you might not even realize is an issue and here's the impact and here's the ROI So really bringing it home and making it kind of customized to their their persona or their need at the time Well, I think we have time to get a couple more So how did you know when the Tiger team was no longer needed was there a specific goal to meet?

I? would say For my example, you know, we were reporting regularly So we were hyping ourselves with what our operational efficiency savings were As well as engagement metrics and I think at a certain point we saw it Plateau out and I think obviously given the contextual nature of COVID and everything for us particularly we were like, okay You know, I don't think we need to be have this be a formal thing But now we all are kind of aligned on what that self-service journey looks like and so we did ultimately disband that Tiger team But we all stayed in touch and you know came back around on different projects or initiatives So it could just be you know, you were focused on Solving for our self-service customer journey right now in COVID when we have you know a ticket backlog that's on fire But that did build into other things like our digital adoption hub So, you know, then it became more about that and so it wasn't it's not so much like a tiger team disbands And for us, I think it was like yeah mission accomplished for now, but then it became what's the next thing? What's the next project that we're continuing to partner and build consensus on so it you know? I would just sort of look at it like what are your shared metrics?

Have you achieved what you set out to do? Is there more room, you know juice to squeeze out of the situation? If not, what you know, what is the next thing that you need and thing that you can tackle? Even if it's like a slightly different group of people at the table.

I Think we have time for one more which one have we let's see. Okay. Let's do this one While data is essential for determining what leads to success How did you persuade the development team to provide that data? Was that Brittany you yeah, I mean I was we have an incredible data science team probably the best i've ever partnered with in my career and They just understand Like why it's so critical to get access to the data So I don't feel like I had to persuade them Now i'm constantly coming back to them with wanting more data and more data and I want to feel it into things And that's when the prioritization conversation has to come Um, but I feel like they they understand the but what what I really what I will say that we did is we had them at the table So we didn't just ask them for data and then go into a room and solution We had somebody from data in the room so they could understand the business problem We were trying to solve they could think about what data they could bring to it And i've talked to the leader of that team a lot and he's like, you know The team has never been brought to the table before.

Thank you for including us We understand the business so much better now So I think that was really the key to being successful in that project and getting more and more smarter I think there was another question about how do you find successful onboarding metrics outside of just that healthy usage? They'd wanted to dig in because now they were invested in solving the problem with us So having them at the table on our tiger team was really Really critical and I don't think I knew that was really critical to us answering this question. So thank you whoever asked it Can we squeeze one in a minute 30 seconds? Uh, what tools did wait what tools do you use for documenting and sharing storing playbooks?

I don't know melissa Um, so we we actually have some toolkits in high spot But we have been trying more and more to take either kind of like word docs or um gdocs And putting them into like a notebook lm We also are we have the ability to Basically, we built this thing. That's like an open web ui that grabs clod or chat gbt or jim and I And we now have an mcp on our google drive So like it can actually access and do all that so as long as it is stored somewhere We can write scripts that can say come find this stuff I I do personally find notebook lm kind of handy because you can plop a bunch of stuff in there and ask it questions because sometimes you just You don't always know what you're looking for. So to like just search in a doc can be hard But when you have a question, I find that that's really helpful Um, but I I do think when it comes to presentation wise high spot is very clean And with that I think we don't have enough time to answer some of these other questions, but thank you For hanging with us today. Thank you ladies.

Enjoy the rest of your conference Thank you