One Process, One View: Designing Gainsight for CSM Execution and Leadership Insight

Hey everyone, nice to meet you. Thank you for spending your time with us today. As Elliot mentioned, my name is Alex and I'm a senior client success manager at Concur. I've been there for about four years and being a CSM, my book of business is about 70 accounts.

I live in Chicago and yeah, making a documentary on the side. So this here is Jared, here's my manager. He's a senior director of client success, so he manages a team of seven client success managers, including myself. He's been at Concur for 14 years and lives in Seattle and both Jared and I, what we're going to show you today, we aren't just the end users of some of the things that we're going to show you and talk about.

We've either been on a team or have been leading a team along with our project manager, Henry, who's here today to create some of the behind the curtain scenes, the process, the design. So we're really excited to share with you all, not just as an end user, but the thought that went into it. So for today's agenda, we're going to go through a little bit about the challenges that our organization at Concur, like what was going on that led to us needing to make a change in the first place. We'll talk through day in the life as a client success manager and how I use this one process, one view to do my job better.

I'll hand it over to Jared, who's going to talk you a little bit about same thing, but from a leadership lens. And then lastly, we'll just recap why we think we've been successful and of course what the future holds. All right, to set the stage for everyone, SAP Concur is a global leader in travel and expense solutions. We help over 65,000 companies in 190 countries.

We began our partnership with GainSight in 2016 to support our customer first approach. And today, over 1,200 SAP Concur employees use GainSight. This includes teams across customer success, sales, services, which includes our support and implementation teams. For today's discussion, we're going to be focusing on our SMB Client Success org within SAP Concur.

Our client success team support 28,000 customers globally. We have several segments with CSMs managing 25 to 500 clients. As you can imagine, that brings unique challenges as an organization for scale of our teams and clients we partner with. As an SMB org, there were a few challenges that we look to refine through this process today.

The first one being fragmentation. Both CSMs and our leaders were pulling data from different sources, so we didn't have one source of truth. And then within that, a lot of inconsistency. So not only was it different data, but also different segments, different teams, different groups had different ways of measuring success.

So we needed to refine our process here. And without the unified workflow, both CSMs and leaders didn't really know what the priority was. We didn't particularly know how to spend our time. Before we revised the health score, which at Concur we called the scorecard, which is one of the big things we'll talk about today, we were manually pulling data from different sources, throwing it into Excel, and using that to track our client engagements.

It led to a lot of disorganization and where to focus our time. So the need to create a unified workflow and a new process was critical, and it led us to going on this refinement journey. This journey between SAP Concur and Gainsight started many years ago. Early on, we adopted Gainsight for simply logging our calls.

Over the years, we added in functionalities such as account details or product utilization. Our biggest drive forward was hiring a dedicated project manager in 2021. This allowed for one person to focus our efforts on ease of use. For today's discussion, we're going to focus on our revised scorecard, as well as improvements in our risk success plan.

Let's take a look at our design and focus. Our 2026 scorecard, you may know as HealthScore, gives teams a clear and consistent way to track engagements, outcomes, and risk across customer segments. It brings activities, results, and risk management into one standardized framework to support prioritization and decision-making. The scorecard is made up of nine metrics, as you can see here.

Timeline activities, including calls and emails, business CTAs, these are used for our survey responses from events such as what we're at today. Outcomes, this section includes submetrics for capturing, progressing, and completing outcomes or objectives. And lastly, risk. This metric is showing when the last engagement occurred with our customers.

Now let's go ahead and take a closer look at timeline activities H1, H2. This includes calls and emails in a shorter time frame to drive customer engagements across our clients throughout the year. Looking at the box in purple on the screen here, we're weighing calls at 70% and emails at 30%. So if a CSM is only logging emails for this client, they would be in the red for this core metric.

The reason for this is we prefer to have calls with our clients over emails as for our engagement. As for the boxes in gold, this is a placeholder for the second half of the year. The reason for this is to drive behaviors of spreading the engagements throughout the year. This metric will reset to H2 on July 1st for the second half of the year.

If we click in further on timeline activity and we look at the call H1, the great thing about scorecard, we're able to leverage the same report for the whole organization. KPIs are built into the system and automatically calculate if they are red, yellow, or green for an account or territory. Drilling into our premier segment, which both Alex and I are part of, you can see that two is green, or two plus is green, one is yellow, and lastly, zero is red. It's an easy way for CSMs to see what good looks like for their segment.

If a CSM is curious how the score is built, they can click in and see the criteria. This allows for a self-service model which reduces the question and confusion from our teams. Real quick, we meant to mention this earlier, but you probably know from the last session, throw your questions in the app if you have any as we're going through. These ones get like a little data heavy, so let us know if you have any.

All right, so Jared just showed you a little bit on the scorecard, right? The other two-prong approach to this one process, one view that we're talking about today is the success plans. The design behind what went into this and the thought, Gaineside has a few ways that you can use success plans. At Concur, we've chosen to go a little bit of a custom route that works for our needs here.

The first one on the top, you're seeing there's always been two within the client's 360 page. There is the account health and there's another one for outcomes. Right here, the first one, the outcome success plan, we've had this one for a few years now. The way it works, we go in, we identify a success plan, client success manager and the client, we determine what their outcome or really just their priority, their objective is that we're going to work on together right now is.

We have the five listed on the screen here. We've been using those for a little bit. You can have one client multiple outcomes. For example, this is very common, but you want to be working on with the client right now, mobile adoption and less inputs and making sure that it's easy for their end users and employees to like Concur, to use Concur, to do their things on time.

I'd throw that under employee experience. I want them to have a better time, but also at the same time simultaneously, perhaps they're expanding into a different global market. There's M&A activity that could go under a few things, but market adaptability could be the other. So one client, multiple outcomes possibly.

That's how we've had that for a few years now. New this year though is that second one, that account health success plan specifically for risk. Before risk was lumped in with all the other five outcomes here. And if you look at it, it could be a little confusing before like just last year as a CSM manager, I'm going in and risk to concur like they're going to maybe leave us or they're going to terminate one product.

Where would I throw that in of those five? I was throwing it in the minimize financial risk category, but that is a very different meaning to our client. Minimize financial risk to a Concur client could be, I want to minimize fraud. I want to put in an audit tool to make sure that people are following the rules and it could be accidental.

It could be intentional. So it's really great that we made this new success plan for risk, and like solely for concurs where it's how we're going to track it. So just this year alone, we measured this just in April and Jared and I were putting this slide deck together and we had like 1700 new risk outcomes created just this year. We'll get into a little bit what comes after that, but with like identified success criteria and next steps able to have full visibility on just the risk.

Okay, so Jared and I have talked a little bit about the design of both scorecard and success plan. Now let's see how it works actually in real life. So a CSM day to day. I'm spending a lot of time in Gainsight as Jared already talked about with the scorecard.

A huge part of our job is calls. It's weighted so much more than emails. It's important in the premier segment that I'm meeting with all of my clients multiple times a year. So I'm in Gainsight all the time, not just for managing my follow ups, getting on my meeting details, but like having a pulse on what's going on with my clients and staying organized.

I'd say about two thirds of my day is spent in Gainsight. So it all starts after a client meeting or even an email comes through, but specifically we'll focus on the meeting with a client. I'm going into Gainsight and that timeline activity is where I'm logging all of the details. This is a crucial step one.

It builds the baseline knowledge of everything going on with the client today, where they've been, where they're going and what's going on with this client and what their priorities are. On the screen you'll see all of those required custom fields with like the red asterisk. Those were very thoughtful and intentional. We're choosing to capture those and we're making sure that a CSM logging information, you can't skip those steps.

Why? Because we're going to use it later to look back on. We're going to build AI on it. We're going to use it for process and adaptability.

So that was a very thoughtful, important step to put in there. For me logging a timeline activities in Gainsight is about 40% of my scorecard and Jared's my boss here. So I'm definitely going to tell you right now I take that part really serious. All right.

Talking about the risk success plans in a little bit more detail here. On the screen, this is an example. I'm going to turn this way. On the screen here, this is an example of me going in and I just had a call with a client who is going to be consolidating into their parent company site.

This just happened last week actually. They're not leaving concur, but they're leaving me. They're going to go off their concur site with me and go into parent company. So to me that is risk.

I am marking that as risk. I'm going in, logging all the timeline activity details and I'm labeling it as full termination. You can see that at the bottom purple little square there. We have a legend that concur all CSMs are labeling this the same.

So partial termination is going to be different. Hey, they're just removing a service. They're not leaving, but there is risk to this service here. That's important for us to measure like, oh, this service, what's going on?

But full termination, they're leaving this site. So I'm going in and I'm capturing key details such as the success criteria that's on the right hand side in one of the purple boxes and the associated people. Success criteria is the what, the why, the how. We're all marking it the same.

We're putting in the details there and the associated people field is exactly what it sounds like. Who at the client am I dealing with and who is making the decisions, who's going to be signing the contractual changes, et cetera. Those two fields come into play in just a minute. We'll show you.

But yeah, it's nice. These success plans are great. All of us CSMs are marking risk the same way. So it's easy to track and it's easy to scale.

And we know we can't stay ahead of all risk. You can't prevent certain things from happening, but you certainly can stay organized and then also have learnings to build on this for later. Like in the rear view, what actually went down, what happened? So this has been really helpful.

Getting out of just that risk success plan for either the outcomes or the new risk one, the tasks tabs within either success plan is our central way to track progress. So I gave you some examples there. Those are some things that the client and I agreed upon. This needs to get done.

And as we complete both the client and I are in agreement that this has been done. It's just showing concur. The work is moving along. Things are getting completed at all times.

I like to have, and actually I need to have open activities and success plan in the tasks. And if this is all done and closed, then ideally that means the outcome is complete. And in this situation, it means they've terminated. But that is certainly not the only reason we use a success plan.

A lot of times it's for something really positive. So beyond just the risk outcomes, there's a lot more in-game site that as a CSM day-to-day I use. And so we thought we'd take the time today not just to talk about the two new things, but also just how else do I use it. For an outcome success plan, I know this was mentioned in the keynote too, so many of you probably know it or are using it too, but the journey orchestrator, the built-in automation email is really great.

We use that a lot. So for the example here, this is an example on the left-hand side of a outcome. I'm labeling it productivity. So they want to increase utilization, et cetera, the associated people feel that's that bottom purple box here.

I put, let's pretend it's Jared right after the meeting, after I log this, Jared is receiving the email on the right-hand side. So it's that journey orchestrator about productivity. All the information we have decided to put in this automated email is getting sent to Jared right after the meeting. So it continues to allow us to communicate with our clients out of like a different cadence than just like an email from me or our next meeting.

So that's been great. Another way that we've decided to customize Gainsight to our ability is the ability to communicate internally with our teams within Gainsight. And a few of them are here today. Like it could be someone in sales.

It could be an essay technical solution advisor. That's the example on the screen here, but we've created an activity type when you go and log in in detail, an activity type that allows us to tag internal folks. So for the example you're seeing here, I pulled in my essay, my technical resource on a client question that I certainly didn't have the technical expertise to solve. So I need help.

I could even tag Jared into it so that he can get pulled in and just have visibility into it. I haven't done this, but I could tag my sales partner if it's something I want to make sure he has eyes on as well. This is great. This is much different than when we were doing email and teams.

We all still do that, of course, but it doesn't allow us to capture and collaborate and track the progress, track what actually did we solve. All the data that's in here allows us to, one, have a history of it. Two, let's say I go out on leave. Someone else backing me up can hop right in, know exactly what's going on, and it really shows how we're working, collaborating internally together.

So this has been awesome, and this is new just last year. So it's been good. I know we talked a lot about in the keynote, and you've probably been hearing it in every session, but AI. So CoPilot is as smart as we allow it to be.

So all of the emails and all of the timeline activity, things that I'm putting into Gainsight makes this guy smarter. So I have just one prompt on the screen here, and that's great. Another way that I'll go in and use CoPilot. Hey, CoPilot, can you pull five clients that are in my name, second account owner, Alex, that have increased their utilization in the last two, three months?

That's easy for me to go pull in Gainsight as well, but I'm going into either a dashboard or into each client's page. The same way I can go in Google and find an answer, but if I go into a different AI tool, I don't have to read each article and search it. It's pushing the data to me, right? This is a nice bird's eye view for me to just see, oh, my clients, which ones are increasing their utilization with Concur?

And you probably know where I'm going on the inverse, which of my clients have decreased their utilization with Concur in the last X amount of months. That is almost always a very telling sign that something's going on and I need to at least check in. It doesn't always mean risk, but a lot of times it does. So that's a just quick bird's eye view how you can interact, how I guess I interact with CoPilot.

And still staying on the AI train, the cheat sheet, this is within each client's 360 page here and it's all about our client. So I use this all the time. It's really small, but in the small gray under the AI cheat sheet, you could see it if it's big enough, but there's 46 timeline activities for this client in just the last six months. That's kind of a lot.

This was a high touch client that I was logging everything. So this AI cheat sheet, I pulled this one on purpose because it's giving a lot of info. But yeah, I go into this all the time. If I get a new account in the beginning of the year, rather than going back and forth with the previous CSM, I'm going to check the cheat sheet.

If I am going into a risk escalation call or I'm asking someone else to be there on my behalf or support me, what am I going to do? Check the cheat sheet. If I'm backing up someone that's on leave and I got to hop in for them, you already know what I'm going to say. I'm going to check the cheat sheet.

So it's not just there for our leaders and it's not just there for the business on the day to day as a CSM. This allows me to do my job faster and better. All right. So now that we've shown you our design and how the CSM easily collects all the data that we need, we now have the visibility as leaders to make the decisions for our business.

This could be as simple as coaching in one on ones, where to focus our efforts, or could be the bigger picture items such as long term risk, current initiatives such as our AI adoption tool, Jewel. Similar to Alex, leaders are leveraging cheat sheet and co-pilot to quickly get up to speed on a client's history. As you can imagine, leading a team of seven client success managers with roughly 70 accounts per team member, it could be a challenge to know all the latest and greatest on over 500 accounts. Again, these tools are made possible by all the data that we are capturing.

With our one simple process capturing the data we need, this has allowed us to build out easy to use reports and dashboards to dive into our initiatives or KPIs. This dashboard highlighted here on screen is leveraged by CSMs and leaders. As a leader, I use this dashboard to dig into my team member's work for recognition or areas of opportunity such as coaching. In the lower right tile is our report for Scorecard.

Let's go ahead and take a closer look. With Scorecard, we can easily see where to focus our efforts by using red, yellow, and green. Since our KPIs are built into this report, CSMs and leaders can focus on the red or yellow clients to engage with. I see a question here.

They wanted to see further of our nine metrics. Here's a little bit longer screen for this. Overall, using Scorecard, we're able to identify as an individual, a team, or segment where to focus our efforts. Alex can use it in her day-to-day.

I can use it as a leader as well as our leadership above us. Scorecard has created a positive, competitive nature of what to focus on with the red, yellow, and green. Depending on the metric, the red bar may just be signaling we need a call, an email. Maybe it's early in the year, like some of these screenshots.

There's a little bit more red than I think we're used to about halfway through the year. There's no need to analyze a report. It's a quick and easy way to identify whom to target. Let's click in a little bit further on Call H1.

As you can see in the box in purple here, there's 11% in red. This means that this is accounts that have yet to have a call this year. With this report, we're easily able to identify this area as a focus. By clicking in further, we can see those accounts that are in red with more details.

This report is more than just the numbers. We can also click into the report and see what they have written. We're able to dig into the quality and coach the CSM on areas that needs additional attention. We just want to focus on quality and not just the quantity here with Scorecard.

Now that we've drilled in, you can see that these accounts have zero calls. However, the one here in the purple box, we can see that they have been emailed eight times. So this is telling me that there is some level of engagement. This may be the client prefers email over voice or simply we just need this to identify that a call is needed.

Maybe the CSM feels they have talked to them a bunch this year and not realizing that it's been all over email. With the book of business spanning 70 clients, this helps us stay organized and consistent in our engagements across our customers. Lastly, I want to touch on our QBR dashboard. With capturing all this data, it's important to have uniform reports that we can distribute out to our leaders for their QBRs.

Our Gainsite PM, Henry Sittin here, has created a process to pull down the data and deliver it to our leaders at the end of each quarter. This ensures that data integrity by having one source of truth for all of us leaders. Okay, last section. I'll bring it home.

We're going to focus a little bit on why we believe we've been successful. If you have things like this in your organization as well, we are happy to talk about it and we're excited to share. And then of course what the future holds. So a few factors we believe that have really gone into all the changes because I know it's a lot you're hearing today, but this all didn't exist not that long ago.

So it's a lot of change pretty quick. So we believe things that have helped allow this to happen is collaboration among our teams and our openness in general just to bringing on and refining our new processes. So bringing on our Gainsite project manager was number one. So this person directly works with Gainsite and represents Concur and makes Gainsite work for Concur here.

I feel like this is the most popular person in the audience, but Henry, I gotta just call you out. Great job. Thanks. So yeah, role here like there is that's a huge part of all of this change.

So that was instrumental to strategizing our path to today. The second thing I'd say is our leadership team. They're really enabled in Gainsite and they're able to advocate and allow us to play around in it as well. They're very like in, they're very senior in Gainsite and they advocate for it.

So they can advise on the tools that have been created, give feedback and really empower us to use it as well as CSMs. And then the last lever I'd say is the CSM team. We definitely have a culture of trying things out and if something's not working, like find a better way. So that just that attitude, that culture that's been created over time has really led to a team of senior CSMs that also then and go enable other CSMs, which we'll talk to you a little bit in just a minute on all the other teams going on in Concur.

All right. So with strong leadership investment, dedicated Gainsite PMs, CSM buy-in, it has led to these successful Gainsite project teams you can see here on screen. So first our Gainsite adoption and strategy team focuses on enablement through email, campaigns, and monthly webinar series. Our Gainsite AI team provides best practices around our AI tools by generating useful prompts such as the ones that Alex shared earlier.

And lastly, the team that I lead is the Gainsite reports and dashboards team, AKA Team Rad. We focus on building new reports, adjusting our existing reports and dashboards, and even deleting stuff that has become a little stale. So each team here meets several times a month, thus creating strong Gainsite champions. Many of these project teams will actually refresh their team every single year.

So we organically are creating Gainsite champions across the whole organization. This continues to provide us a productive cycle of feedback, improvement of our processes, and collaboration within the org through these project teams. To recap our paths to success, our challenges as leaders in CSMs, we were lost at times over the years on what to focus on, where to take action. This has led to our solutions in success.

Through discovery and curiosity, we're able to refine into our one process, one view for CSMs and leaders alike. We did this by defining what success looked like, by implementing new fields within timeline, success plans, and outcomes. And by involving leaders in CSMs throughout the project, we landed on a solution that CSMs easily adopted versus seen as a burden. So by standardizing all of these inputs, reducing the grunt work, and creating clean signals that AI can actually action on, we built a foundation for AI and we're excited to see what the future holds.

I know in the keynote this morning we saw a little bit of that and we'll probably see some more tomorrow. Well that's it. Thank you so much for the time everyone. Thank you for spending your time with us and we'll take your questions.

Recap, if you have questions you can drop them in Slido which is in the Pulse app overall. So there was a question in here to see in our submetrics. So let me pull that back up. All right.

I'm sorry, which one are we looking at? There's so many. All right, so I'll read them out loud I guess. So let's see, your example about cross team collaboration and gain site timeline activity.

Where did that interaction take place before? How hard was adoption? Does that mean everyone has a gain site license? You want to take that one?

Yeah, I'll take at least the first part of it. It really was like we had a template that CSMs use, which is great, to email our technical solution advisor. It would be wrong and disrespectful to not make their lives easier by at least uniforming the email template like with the client link, how much ARR are they at risk, what services do they have. So we CSMs took that like format pretty serious.

Like the least that we're asking someone to help us, at least you can do is give them as much data up front. And that was great and that worked for a while. And it still it works but this is great now we can track it. It would just be in outlook and then filed away.

And the question about does everyone at Gainsight, does everyone at Concur have a gain site license? Everyone I work with does. So not every single individual but yeah, there's to one of our earlier slides it's like 1200 folks have access to gain site. It's sales services which includes an implementation support, client success managers.

Yeah, everyone we work with on a day to day is in Gainsight. I'll read the next one. Yeah, okay. Do you have challenges sharing your success plans and their context with other interested parties like sales product, etc., who don't have access to Gainsight?

That kind of answers most of us do. And I'd say for anyone that doesn't, not that I've run into it but we certainly weren't using this collaboration in Gainsight often. We were just going back and forth on Teams. Again, everything was fragmented.

The data is all there but it's different sources. So it was just less organized. Next question. How confident do you feel your scorecard is predicting churn?

Are there more measures you'd like to add? So our scorecard you can think of it as more of like an engagement model versus like a true point to like this client is at risk and this is like the specific metric. We don't have utilization built in the tool. We have other ways of accessing that data.

So we're confident that clients that don't want to speak with us tend to be the ones that are more at risk. So if we're reaching out and we see that, you know, these accounts continue to be read in our scorecard throughout the year for engagement, then that does lead to a risk percentage for our organization. Can I add? I also say scorecard, at least from my view, is almost after the fact.

Like as Jared just mentioned, I think about like leading to what could become risk. We're using that of course to track but I had to already mark that it's at risk for it to show on the scorecard. So I'm not thinking of scorecard as my measurement of what's ahead. That's all the other tools and dashboards and measurements that are going on in Gainsight.

One big one that I'm watching a lot right now is who's up for renewal. I feel like you're hearing about that a lot right now, at least in the last session. So I'm looking at a lot of different things for churn but I am communicating to everyone else how I feel about churn through the scorecard and through the timeline activity if that makes sense. So next question here is why did you choose to manage risk using success plans versus a playbook?

What was the benefit? I'd like to lean on Henry for this one if you can. [inaudible] Thank you, Henry. Great job.

Great job. So next question here is how often is your health score refreshed? It is a nightly refresh so whatever you put in today it will be refreshed by tomorrow morning. Second one.

Yeah, next one. How quick until it goes in the red risk? So the question for a CSM with a large portfolio, 100, 200 accounts tracking risk, how do they keep up with the risk success planning you presented to ensure it's updated regularly? We don't have the scorecard up anymore but essentially within scorecard there's different metrics for each segment.

So we have 25 to 500 accounts across multiple CSM segments. So our premier partner space has roughly 25, 30 accounts. Premier, we have 70. We get into our strategic space.

You're starting to get closer to your 100 to 200. So they would have different metrics for each of the nine submetrics within scorecard. So they could have similar to our calls or they could have a little bit more leeway. We have an at risk last update metric that will go red if you let it go a certain amount of time based on your segment to hold you accountable that you constantly need to be checking in.

And how that one works is it's basically if it's within it's 90 and then there's between 90 and 180 and then there's 180 and wait it's zero so zero to 90 will be red and then sorry it's reversed zero to 90 is green and then the next stage is yellow and then the next stage is red. So it's basically telling when the last engagement was with the client. So you can also use that as a way to look at your territory and see when you've last spoken to them. So if you start to get your calls into like the yellow and the green as well as emails you can then look at that as like a last basically last engagement catch-all for your clients.

I'd just add on to that like as a CSM my goal every morning I'm waking up starting my day I'm going in seeing the scorecard and I'm just my goal is to get to the yellow the green. It's fun it's a game it's it's it's gamifying your job and you'll see the screenshots that Jared showed earlier that was mine there was quite a bit around the beginning of the year and it's it's fun. So each of those metrics with the colors like at risk last update that just add a little more texture to like I'm looking in and I know who I need to talk to and what I need to do and what I need to be focusing on. Yeah and we used to have risk percentage in there but we pulled it out this year.

It was basically could create bad behaviors if a CSM doesn't want to mark something at risk so we pulled that out not to have that sort of influence into the the risk percentage area. Next question. So you mentioned CUSR risk turns red when the CSM doesn't have a meeting logged. Do you consider phone calls as a meeting or does it need to be in person or virtual.

So we have them as conversations of value is what we call it internally. So if they log one of those metrics then it will count towards scorecard. If they log different call types say they're just calling to say hey I got an update for you. It's not really a conversation of value what we're looking for is a kind of a full-fledged business review with the client and that's what would count towards our our scorecard.

And mostly virtual but we can also travel in person too. Yeah. I can read it. I know you guys can also read it so you don't need us to read it.

Okay so we'll just say it the top one do you use more than one scorecard. No not currently and within SMB but I mean we do have sales has some different metrics that aren't activated. There are some other I guess health scores what we call it but the there's only one used by our our CSM. So product usage is is a bit difficult I think to pull in.

We use a few different systems to see where we are. So with SAP concur we're traveling expense. The main metric for our utilization within our clients is going to be number of expense reports or the number of invoices on our invoice side. We have that data easily available but when you look at our extended services utilization of that is going to kind of depend on the product or service.

So a client could be using like a high level of expense reports but there's other risk factors involved there. And there's other metrics that that we're not able to pull into Gainsight today. I can take this one. Yeah success plans do not have predefined tasks which is great because every single client situation has been different.

I can't replicate one so they a lot of them are similar especially these risk ones but there's a situation right now the plan has now changed. We're like three weeks in and I went in and had tasks. I have gone in now and deleted them and have changed them because we have completely changed the plan of how they're going to manage their data afterwards. So no it's unique each time.

I do want to quickly point out though just the importance just in case this question. The success plans I think we all know this but the required field I can't bypass specifically just about those tasks. Those are going to be freeform I fill in as a CSM each time. So question about interactions versus utilization.

I believe we covered this one. So a reason you're not using adoption. Yeah there's just there's too many different areas for the different products to all pull in and it makes sense on a scorecard. A little bit of an a la carte if you use a concur services you can bring in what you what you need.

I don't know this is a cute question. I feel like we're able to like work on things easier. He sees what I'm doing all the time and the same with like our our SA team like our we're all collaborating a lot more because they all have visibility into it. But what do you think?

I don't know. Yeah I mean I do use Gainsight to more or less check in with my team but for the for the most part it's it's looking at cuss or data just like Alex would preparing for calls if I'm joining a call with an executive or C level. I want to be up to speed as well as get information from Alex. I also lead team rad so I spent a lot of time in the reports and dashboards area within Gainsight.

We've improved that tremendously to also help leaders. It used to be very CSM focus. Now it's CSM leaders and other parts of the business as well. I'd say too like one process one view has been like our theme this whole time and it is nice.

Like there's going to be lots of perspectives like sales and CSM's like a lot of times we align and a lot of times we have different perspectives on what has led to today or what are we working on and Gainsight is your source of truth. All the emails are there. All the emails are there. The meetings the interaction so it is just nice.

I feel empowered that everything is there and it's coming from the client a lot of times as well. That's feeding the data so we're all in this we're all more on the same page. So the data coming into concur we do have contract end date utilization. We have a key detail section basically within C360 so we would have all of that information in kind of one area to check.

So AI plays a role in that I know CSM's are using it for when they're having calls with their clients or having it take notes that can help then take the data and then you just paste it into the timeline activity. Most I know probably for some of you seeing our process for the first time. Yes it takes a little bit of time to to learn and get used to but again it was developed by CSM's leaders and our Gainsight PM's. So it wasn't just like us as leaders saying hey you need to go collect all this data.

It was also our CSM's were heavily involved in the the build out of what we're actually capturing. And there is automation with Gainsight and Outlook for us. So I'm not like manually copy pasting emails. I'm just hitting a button and then it's going into my client's Gainsight 360 page.

And then also just as a CSM I am definitely leaning on AI approved AI SAP tools but after I transcribe a client meeting I'm throwing that in there giving me the high level details to fit my success plan. And then all I'm doing there is then just boom boom copy paste. So it is a few clicks like those red asterisk fields but true that takes me maybe maybe a minute. Maybe a minute.

I wouldn't say more than that. What could be time consuming? I'm using AI for call logging. For this next question my mind goes to our outcomes.

So if you click into scorecard you can see the outcome. You can see the details. Alex covered the success criteria that we're putting in. We have all of that data within within scorecard.

So it is more than just the red yellow green. You can click in and see what the CSM is writing. So we would use that when we're you know working with and talking with our clients because we want to continue to progress our outcomes and and get them to completion. All right sorry I want to add a quick comment.

We've got a lot of questions about scorecards so far. Scorecard is usually compatible for our organization and driving from the end of action. It's really visually easy. It's red yellow green.

I know I'm in part of my red or my yellow. I'm good to go on my green. And that's what helps us manage that range of accounts that they reference. So from 500 to 25 we can customize depending on what level the CSM is at.

We do have two scorecards. We have our onboarding scorecard and we have our post onboarding scorecard which the team talked about today. Our onboarding scorecard is getting customers once the scorecard is 100. They're ready to transition to our onboarding.

It's really easy for us to see what last session we take in order to lose up to the next level. If you're interested in our scorecard, we got a lot of talking about it. We did a session last year with Shameless Plus last year's session where we go really deep into the CD scorecard with the post onboard or post onboard one and then onboard plus. You can look it up.

They have all the reports about the idea. And it's in the top row of last year. 2025 is the fourth one on the right. Well awesome.

Well that concludes our session for today. We want to help everyone out on time because it is lunch time. So thank you guys so much for an excellent presentation.