The Power Pair: Community & Customer Education

All right, hi everyone. How's everyone doing this morning? Good? (audience cheers) Yay, awesome.

Well, thank you so much for coming. My name is Tiffany Oda. I am head of community at Asana based in San Francisco. And I'm JJ Janikis.

I lead our customer education team and I'm based in New York City. Awesome. Now, before we start, it's a little bit of a hybrid session between those t-shirts. It was team community and team education.

Can you raise your hand if you're a team community? Okay, good number. How about-- And how about customer education folks? Whoa!

Ah, love to see it. Also gonna do a little plug. If you wanna move forward, there's some little swag pins on the first three rows too. And then can you raise your hand if you're both community and education?

And then raise it. Okay, okay, cool, awesome. Well, today we have an exciting agenda for y'all. We're gonna be going over a brief overview of both the community and education programs at Asana.

And then we're gonna go over some examples of how we collaborate and work together. And then the key is we're gonna give you the how. The how and kind of our playbook of what we do to make sure we keep those lines open between the two of us. We'll go over some shared KPIs and some goals.

And then my goal, our goal is to have three things, very easy things that you could take with you tomorrow that you can implement in your companies or maybe Monday if you're traveling tomorrow. Great, so I'm gonna start to introduce how we think about customer education at Asana. And what this really comes down to is this blended ecosystem where education, communities, customer success, and our partner programs are all working together to fuel our work management experts. So on the customer education side, we have our surfaces and channels, which includes our Asana Academy.

So that's all of the customers that we are directly creating to scale the education across Asana customers. In addition, we partner very closely, not surprisingly, with our community team within the forum and our events. Our customer success has the most direct communication to our customers, so they're sharing those resources directly to our users. And our partners are also doing a lot of that enablement at work, again, really fueling that whole ecosystem for education and advocacy.

The way that we think about customer education at Asana is really in three pillars, really all centering around how we can meet customers where they're at in their learning journeys. So first we think about what are our customers doing. We think about what are their key use cases, those key personas. So for Asana, that's typically our marketing, our PMO, and our IT users and their use cases.

We also want to think about how do customers learn, how do they want to learn. So we want to differentiate that content to also help them on that journey. So we have instructor-led webinars, we have e-learning courses, and our certification programs, which really helps verify and motivate learners through their journey. And then we also think about where customers are going to learn.

So is that directly within our Asana Academy service, is that going to be on YouTube? How can we get them to education moments directly in platform or by using life cycle emails? So it all really comes together to think about how we center our education programs. And just to take a closer look at our Asana Academy, which is hosted on Skill Jar, we really feature two main types of learning content there, which is our instructor-led trainings.

So those are public trainings that are offered on a daily, weekly basis. We have them as on-demand recordings as well, and then our e-learning content. And over the past year or so, my colleague Karen is here, and she's helped us really think about how we can modularize and think about using Skill Jar's paths and courses, and how we can take those course elements and distribute them across multiple paths. So a learner who completes one course can get credit across multiple learning paths.

And that's been really beneficial in the way that we think about our certification programs and motivating that learning across multiple engagements. And turning it over to Tip. Awesome. So quick overview about the Asana community.

We have about 10,000 students and we have about, next slide. We have three main pillars in the Asana community. The first one is our Asana forum. This is our central hub, our place to go for peer-to-peer learning and support.

We also provide a bunch of product updates and really fun engagement initiatives in our forum. We have our ambassador program. These are our super users. They're our subject matter experts that are spearheading implementation and adoption of Asana across our companies.

Love to stay ahead of the product. Very enthusiastic users. And then we also have our community events. So we host a variety of both virtual and in-person events.

Anything from webinars to roundtables to one-on-one meet and greets. And it's a combination of both Asana hosted events led by our team and our partners across the organization, as well as our ambassadors are hosting a good number of events on a regular basis as well. Diving into the ambassador program a little bit. We also kind of center around three pillars for that.

The first one is connection. So we have a plethora of places where they can engage and interact with one another based off of what their communication, learning, engagement style preferences are. So we do have an ambassador exclusive Slack workspace. We also have a private section in the forum where they can engage.

We provide sneak peek announcements and things like that in there. We do a newsletter and our newsletter was a big hit. We did one a month and then they were like, we want more. So we started doing it twice a month.

It includes community spotlights, trending topics around the community. We have a really active product forum, product feedback section in the forum. And whenever our product team delivers on a feature that was submitted as an idea from the community, we also spotlight that and spotlight the community members who submitted that. And then we do a bunch of events as well.

One of the things that they're, oh, sorry. One of the things that they're really interested about is getting close to the product. And so we do also do a bunch of exclusive ambassador events focused around product. We do monthly ask me anything sessions with our product managers.

We do roadmap sneak peek webinars. So they all have signed NDAs and we give them sneak peeks. And then our product team also knows that if they needed to have a sounding board, do a little beta test, do some feedback sessions, they come to us and we help facilitate that within our ambassador community. And then lots of fun.

We do a lot of surprise and delight initiatives. We have some exclusive swag for a swag site for them. They can also order the swag to bring to their companies if they're doing internal trainings as well. And then we do dinners and events and things like that to spotlight and recognize them for all the work that they're doing.

I talked a little bit about the Asana Forum. We're nearing a million members in our forum. We should hopefully hit it this year. And again, it's really our central hub for people to go.

So we have questions and answers in there. We do all of our product announcements, feature launches, things like that in there. Sometimes we actually partner with an ambassador who will co-write an announcement post with us to kind of give them some additional brand recognition. And the cool thing that I really love about the forum is that it is a really cross-functional effort internally so that other Asanas, which is what we call our employees, can get to know your customer, get to engage with them, and really kind of hear on the ground what the community, what our users are talking about.

So we work very closely with marketing, with product, support, and customer success on making sure that we're putting out relevant content for the users who are in it every day. And then just a quick snapshot for numbers. One of the things that I wanted to call out, if you attended the Zoom session yesterday, they were talking about case deflection and how the Zoom community is really focused around support. We also have a very active kind of Q&A support section within the community.

Of the questions that are asked by our users, almost 90% of them are answered by other community members. And that's taken about, this year alone, about $34,000 in case deflection that we're helping with the support team so they can focus more on those harder cases or working on supports, cases from strategic accounts. And then also adoption and retention are one of our key pillars for our goals. And we've been able to measure that accounts or customers with community activity and community engagement are two times more likely to upgrade or retain.

They have higher seat utilization, higher product adoption. If you know how to use this on a, you know it's a collaboration tool. There's also 43% higher collaboration for accounts that have community activity versus not, and then higher retention rates as well. So it's really, really cool that we've been able to show some cross-functional impact for the community.

All right, so we're talking about the Power Player. And not being humble for a second. I think JJ and I are truly an amazing power pair. But if, for those of you who have used Facebook before, I'm not sure how many people still use it, there used to be that it's complicated status.

And I would say that our teams have had a very complicated history. We have what I would call a squiggly org chart. In another one of the sessions they mentioned, how many of you have gone through a reorg in the last year and everybody raised their hand? And so even though we work closely together, it's been consistent and constant throughout this, it has been a little bit tumultuous from a organization standpoint.

So in 2023, customer education, which formerly sat on customer success, moved under marketing, and that's where community sat. So for the first time we were under kind of the same parent umbrella. Then in 2024, community education and community came together, and that was like the happiest time of our lives. The customer education and community team, JJ and I were, all of our teams were in the same team meetings, it was a happy time.

But then in 2025, we rolled up under a larger team. So it was the campaigns, experiences, community and education team, which was CECE, so we called it Team CC. And it was great because JJ and I still reported to the same manager, we were still in the same team meetings and everything like that. Then this year, a couple months ago, they decided to move, create a new pillar under marketing for customer growth.

And they moved customer education under growth, and community stayed under experiences. So I just wanted to share that with you as transparency. I'm sure a lot of you are going through kind of reorgs as well, like where does community sit, how do education and community work together? But it's important to know that even though the org tribe might not show you on the same page, it's very possible to still have that level of communication and openness and working together.

Exactly, and this is more of a visual of what Tiff's and I team look like on a global scale. And just to reiterate, I think a call to action here has been more than your org chart. It really is the relationships that you're building when you know that the value of customer education and community are really fueling the same goals together. So the way that Tiffany and I have our teams really working is having really clear counterparts in our different global regions.

So while I have a customer education manager that's supporting AMEA and APAC, Tiff also has community managers that are also supporting those regions as well. And we want to empower them to be each other's stakeholders and make sure that they're really bringing each other into their programs together. And that really comes through the work that they're doing. We'll talk a little bit more about how we have shared events and it really is that collaboration that really comes together as well.

And now we're gonna actually talk through some of those more clear examples of how our teams really collaborate throughout the year and throughout our programs together. So we recognize that as a person using the product, you really can't become an advocate or an ambassador until you know the product in and out. You know the features, you know how to use it, you know how to talk about it. And so what we've done is we've embedded Academy, the Academy as part of the process for people to become ambassadors.

So in order to join the program, all ambassadors have to actually complete two courses in the Asana Academy before they join. The first one is the Asana Foundation Skill Badge. And that really ensures that kind of higher caliber of person who understands the product, understands that base level understanding of Asana before proceeding. And then the next one is the Asana Ambassador Orientation Course, which is a mouthful, which essentially goes over the program.

It goes over the benefits that they get, the reasons why they should join, requirements to stay in the program, also has kind of our terms and conditions. And that's also where they agreed to the NDA. And ambassadors have to do both those steps in order to join the program. So it not only kind of validates their product expertise and knowledge, but make sure that it sets them up for success as an ambassador in the program and also gets them familiar with the Academy if they weren't before.

Another thing that we did recently was an engagement initiative in the forum that we called Certification Week. And this was an opportunity for our community members to share highlights, learnings, stories that they have from getting skill badges and getting certifications from the Academy. And it was really cool because we had someone who took the stuff from the course and actually applied it immediately to their team and had a lot of success on it. We had a lot of people sharing the courses out with their team and their organizations to do.

We also had someone who landed a job from having the certification on their profile. So just a lot of great wins from it. And not only that, it was fun. We gave out some surprise and delight initiatives from people who participated in this.

But it also drove program awareness as well. So we saw an uptick in people who registered for the Academy and got skill badges and certifications afterwards, which is really cool. Yeah, and from the customer education side, I thought what was really powerful about this is you're often asked, well, what is the value of these certification programs? How do you know beyond just passing an exam that people are actually doing the work within their organizations?

And that can be hard to measure. And with the certification week where we had opened up our forum, we had some more targeted stories from users that TIFF's team had found. But then the forum was open. So people were writing in exact examples of what they were doing within their organization from what they learned in our certification programs.

And those were those aha moments that we have and just powered so many other users to share their story and motivate them towards these programs. Now, we also recognize that, as I mentioned earlier, our ambassadors are champions at their internal companies. They are people who are doing internal trainings, who are teaching people how to use Asana. They're the go-to subject matter experts.

There was an ambassador who had just like, ambassador queen-- or Asana queen on her cubicle. And people would just go and visit. And so we recognize that building communities of practice was an important skill that we needed to teach our community. So we did a couple things.

The first one is connected our forum with live training. So JJ's team does a ton of trainings. Once that training session ends, there was a want and a desire for people to continue that conversation, continue networking with the people who were in their trainings, continue to ask questions and collaborate. So what we did was connected the forum.

So every training has a forum thread where they can go and connect with one another and continue beyond when the training ends. The second one is, as part of our joint initiatives, we do this event called Asana on Tours. They happen around the world. They're two-day hands-on workshops to learn Asana in and out.

What we did was we took that content and we packaged it. We created downloadable content, exclusive for ambassadors, where they could take that content and take it to their teams and do trainings internally and become self-sufficient. So it had the PowerPoint decks. It had talking tracks.

It had the worksheets and all the hands-on exercises. And it really brought that scale that we were looking for to be able to enable our community better. And then the last one is not everyone is a community builder. It takes a certain skill set.

A lot of our ambassadors have full-time jobs. And so what we did was we created a community of practice guide. I took some ambassadors who I knew had successful communities of practice at their companies. We did a roundtable, got a bunch of feedback, and created this end-to-end guide that says, here's how you start a community of practice.

Here's how you build it. Here's how you maintain it. Here are some challenges. Here are some ways to keep your members engaged.

And it's a resource that now all of our ambassadors have access to. Yeah, and just to add on to this point, this is going back to that education ecosystem. This communities of practice is really where I think the heart of so much of this collaboration comes into value, is where if you can have a highly educated member of your community, that's where they can go back to their organizations and go on and educate their own colleagues. And when you have a user from their own organization doing that education, there's so much more inherent trust built in.

They're going to listen to their colleague more than they're going to want to listen to a member of my team at Asana tell them what to do. And so that's where these communities of practice really help build that engagement within an organization. Another tactic that we've really used from the beginning was having members of the community be essential parts of our credential development. So when we were deciding to build our certification program, we started with our ambassador community.

We went to partners. We asked them, what should this program be? Tell us what we need to build. And we started that relationship from the very beginning.

And now every time we are thinking about building another skill badge or a certificate program, we always have members of the community built into that process. We have an Asana project. I have an automated task that goes to Tiff and her team. Help us recruit ambassadors to be a part of piloting in beta.

And so she recruits them from her forum channels, Slack channels, and we build them into that process from every stage of development. And that has been incredibly valuable. And it also really respects the community where they want to be involved. They want to be those experts, and they want their voices to be heard.

And this is one way we put that into practice. And our last example are the events. Tiff already talked about our Asana on Tours, which are these more regional events where we can go and provide education and community experiences, bringing Asana users and customers together. The way that we divide this more directly is my team really thinks about, well, how can we design meaningful learning moments through these workshops?

And Tiff's team thinks about, well, how do we make these a meaningful community event? How do we make sure that there's the relevant people there, having the relevant conversations, and driving more community engagement together? So those Asana on Tours are always going on around the world. And another big event that we collaborate on-- Asana has two tent-pull events, which we call our Work Innovation Summits.

We actually have one that's going to be in London next week. And there's two primary ways that our teams engage there. One, customer education helps to facilitate our workshops during the conference, bringing in customer speakers. That Tiff's team helps source.

And then my team helps facilitate the learning for those workshops. We also have, like you see here, an expo hall. And in the expo hall, we've been really thoughtful about designing a community and certification cafe, which is what it sounds like, bringing the customer education and community experiences together so that there is a place for ambassadors and customers to come together to ask their questions, to learn about new education experiences and programs. And we're always thrilled that it is one of the most active parts of our expo hall together.

We also have another pillar of events, which are these Asana build days, which is a really, again, collaborative experience bringing customers together with more hands-on applied learning experiences. So those were some examples of how we've worked together. So now we're going to go into the how, like the playbook of really the ins and outs of our day-to-day and how we maintain our collaborative power pair relationship. So the first one is setting the strategy.

I'm sure all of you have big annual planning sessions at the end or at the start of your fiscal years. We do Asana as well. And throughout that entire process of planning the big bets, planning our goals, planning our high-level roadmap, JJ and I are consistently talking to each other and making sure our roadmaps align. So for example, if there's a skill badge or certification launching in this day, we work back scheduled together-- that's not a term-- to see when we actually want to start recruiting ambassadors for that beta test for that early access.

Or if we have a fun engagement initiative planned and we want to loop in certifications to promote people to go to the academy, we will partner together. That way, we always have an idea of what each team is working on, what our priorities are at each time. And at Asana, we use Asana. And so one of the really cool features that we have is called multi-homing.

And so for example, there's a task that's for ambassador early access for a skill badge. We can multi-home it to both the community project as well as the education project. And it shows in both places. So that way, we are able to collaborate directly within that task together.

And both of our teams have access to each other's projects as well. Next, and maybe a little bit obvious, but worth mentioning, is meeting regularly. Tiff is in San Francisco. I'm in New York.

We don't get to see each other daily in an office. So we set up intentional time to meet with one another to talk about what is your team working on? What are some of those priorities? Let's set the strategy together.

Let's work through those problems or roadblocks together. And so just having that regular time on our calendar is great. Tiff and I also just have a fun relationship. She enjoys theater.

I enjoy theater. We talk about what are the new relevant shows we should be seeing in New York or wherever we're traveling. So just building those relationships is an important part of this piece as well. All right.

Cheating a little bit because this is a two for one slide. Number three, talk to the community. And number four, keep them informed. As you know, we love to build with our community.

I think it's super important that the community feels heard. They feel recognized. They feel seen. They feel like we're building the product together.

And as education and community, you are the liaison between the company and the customer often. So we, again, have many forms of communication with our community. And we're constantly just making sure that they're updated throughout the different channels that we have. And our last but the most important is making sure that you're celebrating the wins.

And these wins should be celebrated both internally within your organization and externally directly to your community. So there's so many ways you can do this. We've given a few examples, community spotlights. How are you highlighting them directly back in the forum?

How are you bringing those stories back into your education and experiences, having customers speak at workshops, speak at events, sharing where they're seeing successes through those aha learning moments, making sure there is clear announcements within your organization, your Asana organization, of how customers are really reacting to these as well so that members of the customer success team can go back and share those moments of delight back with their customers as well. One thing to add on that is you mentioned internal and external. I think championing your community internally is equally as important as doing it externally. And so what we'll do is we have a customer love and a random channel in our Asana Slack workspace.

If I see conversations happening, they love to share memes with each other. They love to kind of make Asana jokes and share stories. I will put that in our customer love channel, and then people actually recognize it. So someone was raving about our Smart Chat feature the other day.

I was like, this person loves it. And then the PM from Smart Chat was like, oh my gosh, I would love to talk to this person. I'm about to make some updates, but love to get their feedback, connected them, now they have a connection going forward. So these are our five steps for our playbook of collaboration.

Hope that you can take back some of these to your organizations. And to do a little teaching practice right now in the room, we want to take three minutes for you to turn and talk, to meet someone new within this community that we have in our room together. And we want you to ask one another, what are you doing well from this playbook already? And what's something that you may want to improve or try within your own organizations?

So we're going to take about three minutes to open it up for you to turn and talk. We're great. All right, and we're going to come back in three, two, one. [LAUGHTER] That was pretty good, y'all.

I'm impressed. Thank you. Exceeds expectations, you get it. [LAUGHTER] I hope you were able to either meet someone new and have a nice intro conversation.

We'd love to follow up after the conversation today. Tiff and I would love to chat with you. Or we also have the open questions. So if there's something you want to share or ask questions about during the 10 to 15 minutes we'll have, that's a great way to come back to that as well.

So next, we're just going to walk through how we measure our success together and thinking about some of the goals and KPIs that we share together and individually within our teams. So some of the two metrics that matter for us together are really centered around how are we thinking about customer adoption and retention. The way that we are measuring customer adoption right now is through a metric that's through 28-day site visitation. And then we look at that post four weeks and post 12 weeks after a community or education completion or engagement.

Retention is a metric that we're truly still working on. It is like the broader picture. That's what the business wants. And we can see that through both GRR and NRR.

I think different teams, different organizations have a approach to retention that's most important to them. And that's also evolving for Asana as well. And then we track a lot more metrics than this for community. But just to highlight a couple, we do focus on our active ambassador rate.

So of all of our ambassadors, how many are active in the community or in the product. We do measure community engagement, like I'm sure all of you community people do. One of the other things that we recently started tracking, almost too late to the game, but still good, is user-generated content. So we have a community contributor program where our community, our ambassadors, are creating content.

And we do track the number of content, the pieces across all the different channels that are available out there, as well as the posts, likes, reshares, et cetera, for that user-generated content. And then yeah, form, resolution rate. And of course, from the form we look at the support, we look at the response rate, making sure that form posts have responses, and then also that resolution rate. For customer education, we narrow in on a few other leading indicators that will help us understand the customer adoption and retention metrics.

And one of those are the percent of our paid, educated domains. And the way that we are tracking that is through the systems and integrations from Skilljar, which is our LMS. Skilljar integrates to our data warehouse, which then can be displayed for us in Tableau, which is our analytics tool. We define an educated domain as someone that has a completion within our academy, vis-a-vis Skilljar.

So if they complete a course, they're educated. If they attend a instructor-led training, they are educated. That's kind of, to break it down, simply how we've defined that right now. And so we're looking at how we're growing the educated paid domains, because that's ultimately how we're going to reach more accounts.

And when we reach more accounts, that's ultimately where we can see how we're impacting their adoption and retention. We also look at leading indicators for our unique credential recipients, how many of our users and customers are earning a skill badge or earning a certificate. And we love to see that number grow over time as well. And then we also look at our customer satisfaction.

So we want to make sure that our trainings are getting above, I think we said, 95% top two satisfaction. And same with our courses and certification programs. We want to maintain that high satisfaction. And now, to break it down for the three things you can try tomorrow.

Thanks, JJ. So we're Monday. But first thing is scheduled meeting. I know a lot of you both do both community and education.

So the good news is you can cross that bridge by yourself, I guess. But if you do one or the other, schedule a meeting. Like, have a coffee chat. Find out what their priorities are, what their strategy is, what their timeline, what their roadmap looks like, and make that connection.

It's so easy to break down that silo and open up that line of communication. And next is consider shared goals. How are you going to be working together? What's maybe something that you can visualize together to know that there's impact together?

And then the last one, of course, is to celebrate community, again, internally and externally. It's already such a really cool bragging point for people when they get skill badges and certifications, when they share it out there, share it in the community as well. There's a lot of really good amplification that can happen between the two teams. And it's always important to spotlight the people who are taking the time to take the courses to skill up, to get better at using the product, and who are sharing their knowledge in the community with other people.

So thank you. We hope that there are at least three things that you feel empowered to try out with your organizations and with your own teams. And we do see that there are some questions already in the little question slido. So we'll start there.

And while we're answering them, feel free to put any through as well. And thank you again. Thank you. [APPLAUSE] The top question here is, you mentioned moving toward modular content.

How do you manage, update your content when it's in so many places? How do you keep track and measure engagement? I probably can start with that. And I will also defer that if you want to have a deeper conversation with my colleague Karen, who really is thinking about that.

We are thinking about modularization in a few ways. So we use skill jars of learning paths in courses. And so when we-- you can kind of, to use an Asana term, multi-home a course across multiple learning paths. And so that's one kind of clear way you can do that within an academy.

We're also starting to migrate to a tool called Parda to be our authoring tool. And that is also really going to help us modulize and think about the distribution across many places. Because if you update in Parda, it will distribute across all of those different files natively, as opposed to having to re-upload a SCORM file. If you're in customer education, you know the pains of re-uploading a SCORM file.

So that's another way that we're kind of moving towards that to be more scalable. In terms of measuring engagement, I wish I had a really clear answer for you. I don't right now. You want to-- What have been the key ways you've driven customers to community and increased engagement with it?

We are very good, I think, at-- we're lucky that our leadership team really understands the value of communities. So there's a couple things. The first one is for all of our webinars, whether they're held by our campaigns team, events that are held by our field marketing team, Asana on tours, build days, work innovation summits, there's always community activations for it. All of our intros and outros for our workshops pretty much start and end with, hey, by the way, if you have more questions or want to continue to join the community, or, hey, did you enjoy what you are learning?

Are you loving Asana? Become an Asana ambassador. And so we drive people to the community from a lot of different channels that we have. Also, internally, learning about the community is part of all new employee onboarding.

So they go to day one. Community is a segment. There's a huge onboarding project, Asana, that we have. Community is one of them of learning how to talk about the community, ways that the community can help you in your role.

If they're an engineer, it's like, why do I care about the community? There's a lot of reasons why you should care. So we kind of go through that as well. And then engagement best practices on how they can engage with community members in a way that's respectful and true to the values of our community.

And then also, one of the big things that our chief product officer has done is also recognize the importance of hearing product feedback from our community members. So he has a quote at the very top of our community that says, we build with the heart of our customers. And we're building with the customers in mind. And he's showing as much support as he has a slot that he's coming to the community and certifications cafe at Work Innovation Summit next week so that he can be on the ground and talk with all the customers and community members who are stopping by.

So lots of ways to drive customers to the community. And then with increased engagement, onboarding flows are really important in just making sure that you're providing relevant content to new community members at the front. So whether or not they're in marketing, in product, or in operations, there's relevant content and ways for them to engage. And then one of the things that we found is some people hate virtual events and Zooms.

We're all kind of on computers all day every day. And so maybe you don't want to be on a virtual call. Maybe you want to be in person. And so we provide different ways of doing that.

And similarly with Slack and the forums, some people hate Slack, think it's too busy, think it's too messy. And some people think forums are outdated. And so we provide that plethora of options and choose your own adventure to make sure they're finding ways to engage that fits for them. Just to add on here in terms of how we think about the internal buy-in to customer education as well, we also have partnered with our HR and people team.

So when new Asanas are joining the organization, they're going through their onboarding, we've inserted our Asana Foundation Skill Badge as a part of the new hire onboarding. So it's introducing them to the Asana Academy. It's helping them to see those Asana best practices. In the same way that we're speaking to customers, we want internal Asanas to understand that as well from the very beginning of their Asana experience.

Yep. OK, next question. If someone falls off the ambassador program, are they listed as some sort of legacy ambassador or subject matter expert? The answer is yes.

So we track that they've become an inactive ambassador. But we also do track maybe they've left the company, maybe their account isn't using Asana anymore. And we'll make sure that we touch base with the customer success teams or the account teams to check in and say what's going on. It's also a really good leading indicator of perhaps maybe they're about to churn if we see a sudden drop in ambassador activity at a particular account.

So we use common room to track that. And then our common room also syncs with our Salesforce instance so that account managers can see their ambassador status as well. The next question I can start with, how do you engage with knowledge documentation team to ensure that everyone is speaking the same language about your content? For our customer education, our Help Center is our main source for how we develop learning content.

We want the Help Center, the knowledge documentation to be the source of truth for our learning materials. So we're often taking that Help Center article. We're using AI in our content creation. So that can be a form of taking all the relevant knowledge articles, giving it to an LLM to help us pull out relevant learning objectives, to create the outlines, et cetera.

And we always reference them within our learning materials as a place to go to next. Are there any mistakes you all made in working together that we could learn from? That's a hard question. That is hard.

I do think-- so I fully believe I think trust is the number one value with community. As community managers, oftentimes we're protecting the community from sales immediately reaching out and things like that. And in that trust and in that transparency that I try and provide with our ambassadors that want that inside peak, I feel like one mistake maybe I've made is acted too early or maybe informed them too soon. So for example, there was an architect skill badge in the works.

And we were like, oh, yeah, let's go and start recruiting ambassadors for the early access. So I reached out, got over 100 responses, and then it was delayed. And so we were like, oh, sorry, you're actually not going to have that as soon as you could. So maybe just making sure to keep that balance between keeping them too close and providing too much updates versus keeping them too far.

Yeah, I would say I don't know if this is necessarily a mistake, but it's the assumptions that you make. I may have made assumptions that people were communicating things-- oh, that is an example. Members of my team were communicating back to TIFF about work that we were doing. I made that assumption.

And that's why having meetings with TIFF is important, because then I could be like, oh, by the way, did this person on my team tell you about how we wanted to start introducing forum posts for our live trainings? And she said, no, no one's talked to me about that. And I was like, OK, well, they've been having conversations. Her team had been having conversations, but it hadn't yet got to TIFF.

So making sure that we had those conversations together. So we're not making assumptions about the work that's happening and keeping those clear lines of communication. So that's one example. And I think we're out of time.

I think we're getting-- Yeah, that would be-- Thank you. Thank you, everyone. Yeah, thank you so much for your questions. [APPLAUSE]