The Segmentation Paradox: How Scaling Low-Touch Made Us More Personal

So welcome everyone, thank you all so much for joining this session. This is the Segmentation Paradox, how scaling low touch made us more personal. I'm Kirsty O'Sullivan, I am the SVP of Customer Experience at Zoom Info. For anyone who's less familiar with Zoom Info, we are the go-to-market intelligence platform.

We help sales, marketing, and revenue teams identify the right buyers, understand when they're in market, and engage them with the right message, all backed by the most comprehensive B2B and signal data. Today, I'm gonna take you all on a bit of a journey of a transformation that we have gone through over the last couple of years. We'll talk about what we were facing, how we've attacked it, and then where we've ended up today. Okay, so a few years ago, Zoom Info made a very deliberate bet.

We decided to move up market. And it worked. In a relatively short window of time, our customer mix shifted from about 59% up market to 77% up market. And that drove a fundamental transformation in the customer base that we were serving.

For Contacts, we have about 35,000 customers today. On paper, that is a really fantastic outcome. Up market revenue is more predictable, it's more efficient, and it anchors your business in a way that SMB volume alone just cannot. One of the realities we quickly realized though is that we needed to fundamentally rethink how our CX org functioned to make up market revenue actually work.

Enterprise customers don't just buy differently, they need to be supported differently. They have larger teams, more complex use cases, higher expectations, and a much lower tolerance for feeling like one of many. They want an experience where you know their name, you know what's in their contract, you really understand what success looks like for their business. And to be candid, our old model wasn't really built for that.

We had processes and playbooks designed for a different kind of customer, and we were asking those processes to carry a fundamentally heavier load. At the same time, we had a responsibility that we couldn't walk away from. Our SMB customers still deserved a great experience, and abandoning them in pursuit of the enterprise was also not an option for us. So we were sort of caught in between these two things, pulling in opposite directions, and that tension is really what today's session about.

It's not about how we resolved it perfectly, but how we've thought through it, how we've made some hard choices, and how we've built a model that we do believe actually serves both. The other thing I'll quickly call out, this session's really gonna focus on the framework and the processes. The other big part of moving up market is the people. So how do you up level your team?

How do you drive a much more consultative approach? Just in the interest of time, we're gonna focus less there, but it's very much a part of that journey. So if anyone wants to talk about that afterwards, I'm happy to as well. Okay, so let's start with what was not working.

For a long time, our model was relatively simple. I'd say four primary phases. We'd have a kickoff with platform setup, training, and then we'd get them handed off. It was linear, it was repeatable, and when our customer base was mostly SMB, simpler use cases, simpler product, it genuinely delivered.

We could run this motion across thousands of accounts and it would work really well. The problem wasn't the model. The problem was that we kept running it after the world it was built for had changed. So if you think about what happens when you put an enterprise customer with global team, multiple stakeholders, a much more complex use case into a simpler process designed for the SMB, if we were gonna role play it, we do our kickoff call except rather than one admin, we have seven or eight different stakeholders, different perspectives, different goals.

If we were to run through our standard agenda, nobody in that room feels heard. The platform setup, except this enterprise customer has a very complex CRM workflow. They have a custom data taxonomy. They have a very large tech stack that Zoom info needs to deeply integrate with.

The training, if we were to run through our standard motion, we would immediately get pushed back that we don't understand their specific workflows and we don't understand their unique workflows per role or persona. And then by the time they're getting to the handoff, that enterprise customer's already wondering if they made the right decision. And it's not because the product isn't good, it's because the experience didn't feel like it was built for them. Now, if we flip it, the really lean startup, the founder-led team, they get the same process.

However, they just want to get in the platform and start prospecting. They don't want scheduled trainings. They don't want a milestone framework. They just want it to be pointed in the right direction and have us get out of the way.

But instead, we're scheduling calls that they don't have time for because they're wearing so many hats. So same model, two completely different failures. And that's when we realized that the problem wasn't our product and it wasn't our people. It was the assumption baked into our process that every customer needed the same thing in the same order and at the same pace.

So once we understood the problem, the question became, obviously, what do we do about it? We knew we couldn't just add more people. That is not a strategy, especially in today's day and age. And we knew we couldn't keep running the same motion and hoping for different results.

So we needed to be genuinely strategic about how we thought about segmentation. And if we got it right, we believed we could do both things really well. We could serve our enterprise customers with the depth and the personalization that they needed. And we could serve our skilled customers really well just differently.

So we built four engagement models-- digital, mid-touch, high-touch, and custom. And the way we determine which model a customer landed in isn't arbitrary. We looked at a combination of factors-- their zoom and both segment, their spend with us, the products they purchased, the complexity of those products. A lean SMB team buying a single product has fundamentally different needs than a global enterprise with a multi-product six- or seven-figure contract.

This wasn't about tearing customers by how much we value them. Every single customer matters. This was about being honest with ourselves that different customers need different things. And this framework gave us a way to make that call consistently and at scale.

At the same time as we were rethinking segmentation and our strategy there, we were also rethinking the onboarding journey itself. So our products had evolved significantly. We'd gone up market, as I mentioned. And that old, kind of simple-- more simple four-step process just wasn't cutting it anymore.

So we rebuilt our blueprint from the ground up. I want to emphasize this new framework is not a checklist. It's not about just completing stages. It's really about what happens within each stage with the customer.

We made a really deliberate shift toward identifying and tailoring the journey around each customer's specific use case from day one. So what are they actually trying to accomplish? What does success specifically look like for their business? What does adoption mean in their context?

And then we built the onboarding experience around those answers, not around our internal process convenience. If we look at the milestone review at stage four, it's a good example of this. It is not just a check-in. It's a really structured moment where we stop and ask, have they actually activated the features that matter for their use case?

Are their users live with their desired workflows? If the answer to any of those questions is no, we don't move on, we stop, and we actually fix it. And that shift from completion-focused to outcome-focused sounds very simple and incredibly obvious, but it really changes everything about how your team shows up for your customers. Now, as far as how we actually execute this blueprint, every customer from digital, mid-touch, high-touch custom goes through the same journey kind of in theory-- same focus on use case adoption, same focus on real business outcomes.

But how we deliver that journey looks completely different. On the digital end, the entire journey is automated. So we have an automated intro email bringing them into a curated digital onboarding path, trainings or self-service, or we do live interactive webinars. The customer gets a fully customized experience, but it's delivered through automation and scaled touch points rather than one-on-one sessions.

At the opposite end, in our custom model, every single touch point is a live, deep, dedicated session. We're doing workshopping. We're being really consultative with our customers. And then mid-touch and high-touch sit in between.

So they're a blend of live meetings, some of those workshopping, some of those tech touch and automated elements where it makes the most sense. And this is really one of the insights that I think unlocked so much for us. The flex and the scale don't come from giving some customers a worse experience. They come from differentiating the delivery methodology while keeping the substance of what we're trying to deliver the same.

Same destination, different vehicle to get there. So we had the framework. We knew what customers needed what level of support. Now, the next question, what does white glove actually mean in practice?

How do you deliver it consistently and at scale? For that, we knew we needed to systematize it, and we leaned really hard into AI to do so. So before every enterprise kickoff, our team receives an AI-generated briefing, what this customer bought, why they bought it, what outcomes they're trying to drive, who the key stakeholders are, and on and on. Alongside that, we have AI agents that are automatically generating custom kickoff deck and custom collateral.

These are not just templates with the customer's logo or their onboarding manager's photo included. They're truly personalized artifacts that actually reflect the specific customer, their use case, everything we know about them from all of their presale calls from our Chorus call intelligence platform. Our goal and expectation for the team is that we walk in already knowing the customer. We're coming with a thoughtful point of view.

I feel like I say thoughtful point of view to my team every single day. The customer never has to repeat themselves, and we are not starting from zero. I think that is so incredibly important. The other piece we've built in is a go-to-market maturity assessment.

So we use AI to evaluate a customer's go-to-market sophistication. We look at firmographic data. We look at their tech stack. We look at what they purchased, various signals from their account.

We're very lucky we get to use our Zoom info products, we and all of our signal and intelligence data to do that. Why does this matter? What we found is that a customer who's really early in their go-to-market journey needs a completely different starting point than a customer who's already running a very sophisticated go-to-market motion. If you put a lower maturity customer into a complex onboarding and you overwhelm them, they don't get their first win, and they disengage.

But if you understand the maturity level going in, you can meet them where they are, start focused, get them a win, and then build on it from there. So we're leveraging AI to do all of this legwork, and the result of all of this automation and all of this context is a customer kickoff that feels genuinely different. It is strategic, it is truly personalized, and it is context-rich from the very first minute. So that's the kickoff.

We know the kickoff is just the beginning. I think one of the bigger mistakes in CX is sometimes treating onboarding more as a moment rather than a motion. You get the customer set up, you get them handed off, and sort of hope for the best. We really wanted to rethink this and move from the concept of onboarding to the concept of everboarding.

For those less familiar, the concept of everboarding is that the customer's life cycle is a series of onboardings. They don't adopt the platform all at once. You start with one use case, you get a win, you build confidence, and then they're ready for the next one. What we found is if you try to do everything at once, there's a lot of cognitive overload that you're creating for the customer, and everboarding solves this by moving customers through one focused use case at a time in a really repeatable cycle.

So you identify the use case, you select the right engagement track, you implement what's needed for that outcome, you drive adoption, you measure the impact, rinse and repeat for the next use case. This has really helped us move from a much more transactional onboarding model to really delivering continuous value, and for enterprise customers especially, that's what's really gonna make the difference between a customer who renews and grows with you and one that does not. Okay, so that is a very, very high level of the enterprise side. Now if we talk about the other piece, the customers who don't get that dedicated experience, I think the temptation when you're resource constrained is to just do less.

Give scaled customers some emails, maybe a help center link, some generic self service guides and kind of hope that they figure it out. We didn't want to accept that. Our belief was that our digital customers deserved a great experience, just a different one. And the question we kept coming back to was how do you actually make a digital experience feel personal?

So we built our digital experience on two core platforms, Skill Jar for education and Ever After, now owned by Base, for the customer journey portal. And the keyword here is integrated. These aren't two separate tools running in silos. They work together, they both connect deeply into Salesforce, which is our system of record.

What this integration unlocks is that personalization at scale. So the experience a customer gets isn't generic. It adapts based on their persona, their use case, product usage data, where they are in their journey, what's next in their journey. So we're always able to surface the right content for them at the right moment.

The platform knows again, what they've done, what they haven't done yet and always is responding accordingly in real time. Few other things I'll call out, digital it's available 24 seven. These customers aren't waiting for a scheduled call. They can move at their own pace on their own timeline.

The other thing I'll say is, for us, digital doesn't mean no human contact. We run over 20 live interactive webinars every week. Some of those are just open Q&A sessions for our different products. So they always have access to live support when it matters.

They're just not dependent on a dedicated resource to make progress on their journey. I will say when we were moving more in this direction, I definitely was anxious about it. Most of our customer escalations come to me. So kept me up at night a little bit, kind of thought, would customers feel abandoned?

Would they still feel supported by us? And what we found is that when you design the experience well, when it is genuinely personalized and genuinely useful for them, they do not feel abandoned at all. They actually feel incredibly empowered. I won't spend too long on this slide, but do you wanna give just a quick high level picture of how some of this actually works under the hood.

Again, the integration is what makes so much of this personalization at scale possible. Salesforce sits at the center as our system of record. When a customer is created, it triggers the journey portal and ever after. Again, that's their onboarding hub, their personalized view of where they are, what comes next.

At the same time, everything's being created for their users in Zoom Info University and Skill Jar, their role-based learning paths activate and so on. So as the customer engages completing courses and hitting milestones throughout onboarding, all of that data is writing back to Salesforce. So our team has visibility, we know who's progressing, maybe who has stalled and where we need to step in. So while we are not running the journey, we're not flying blind either.

We always have the oversight to intervene when it matters and we're continuing to build scalable processes around that motion. (clears throat) And when you map our digital motion against our onboarding blueprint that we talked about earlier, our digital journey hits all of those phases that I showed earlier and it feels different from a generic automated experience because of that personalization underneath. From day one, we know who the customer is, we know what they purchase, we know what CRM they're using. So when they land in their journey portal, all of their implementation and setup guides are not generic, they are tailored to their specific tech stack.

Their course path is role-based and use case specific. The content they're served reflects what they're actually trying to accomplish in the platform versus broad platform overviews that cover anything and everything but actually land nothing for that customer. The goal throughout all of this is simple, get them to value quickly. So one focus use case, one early win, that first win will build confidence, drive adoption and really set the tone for the rest of their relationship.

So again, same blueprint, same milestones, just delivered in a way that is genuinely better for this type of customer. So one of the big questions, has this worked for us? Since Q3 of last year, we've grown our digital onboarding volume by 145%. So we're really driving a fundamental shift in how we operate.

We didn't just scale volume, we've freed up approximately 12, I think the number is even higher now, onboarding managers who were previously running our mid touch account motion and we redeployed them up market to our enterprise accounts that genuinely needed that human investment. So the resource reallocation story is real. We redirected that headcount to where it drives the most value, both for customers and for our business. And one of the outcomes that surprised us most probably is our weekly active users in our digital cohort is actually higher than a similar cohort in our mid touch motion that gets more of that dedicated experience.

So 65% weekly active users versus 61%. Digital customers are more engaged in the product in the first few weeks than customers who had more of that dedicated onboarding experience. So that's really been one of our big early proof points. And again, we're continuing to monitor this motion and evolve and iterate as we go.

But it's really showing us that scaling digital was not a service trade off. It really was a better segmentation strategy and it's given us the capacity to go all in on enterprise without abandoning the customers who got us here. Before I get to takeaways, one other kind of idea I'd love to leave you all with. I think it's one of the things that makes this whole model really sustainable.

This isn't a static framework. So it really is an ecosystem and the two sides of it, enterprise and digital, aren't just running in parallel. They are actively feeding each other. So when we build a white glove workshop or a really consultative session for an enterprise customer, we don't let that content live and die in that one engagement.

We take those motions, we productize them and we turn them into scalable self-service resources that our digital customers can access on their own terms 24 seven. So the very best work and thinking we're doing with our upmarket customers flows downstream and raises the quality of the digital experience for all of our customers. And then it works the other way as well. So all of the technology investments that we've made to power the digital journey, the journey portal, the learning platform, all of the automation, those don't just serve SMB customers.

We use them to support large user deployments for our upmarket customers as well. So if there's an enterprise customer who has hundreds or even thousands of users who need to get up to speed on our platform, we may not be able to, or they may not want us to run live sessions for every single cohort of that user base. So we will leverage that same infrastructure to scale that enablement efficiently for our enterprise and upmarket customers as well. So the result is this flywheel.

Enterprise insights make digital better. Digital infrastructure makes enterprise more scalable. At the center of it all, the thing that both sides are really oriented around is customer value realization and growth. So that is the ultimate goal.

It's not onboarding milestone completion or any other vanity metric for lack of better term. It's value realization in a customer who actually keeps growing with you. Okay, so to wrap up three things I would love for you all to walk out of here with. Number one, digital does not have to mean impersonal.

My VP of CX is in the front row in the blue suit. She always says digital is not a dirty word. I told her I'd plug that. This is one that I would push back on hardest if someone told me it wasn't possible.

Digital customers we have are more engaged in our product than customers who have more of a dedicated motion. That does not happen by accident. It happens when you use data, behavior, and customer context to design an experience that truly feels relevant and guided even if there's no human on the other end of it. So I think the bar shouldn't be did we automate it?

The bar should be did the customer feel like someone was paying attention? And those are two fundamentally different things. Number two, define success before you design the experience. So start with the customer's goals, understand the maturity, really know what their next best outcome is, and then and only then match the engagement model to what they actually need.

I think we spent a long time designing experiences around our internal processes and the way things have always worked. The shift to designing around the customer, again, sounds incredibly obvious, but it really does require you take a different approach, you ask different questions upfront, you really understand what success means for each customer, what's the one thing that would make this investment feel really worth it six months from now. Get that answer first and then build everything else around it. And then number three, leverage AI to create more room for value.

So not to replace your team, to really free your people up to do the work that actually requires a human, the strategic conversations, the relationship building, the judgment calls that no automation can make. Let AI handle the busy work, the admin, the call prep, your team will thank you, especially if you insert them thoughtfully into their day-to-day workflows, but your team's time is your most valuable resource and you have to protect it for the moments that really matter. So I started this session by talking about attention, enterprise customers demanding more, scalable customers still deserving a really great experience and RCX or kind of caught in the middle. What I hope you're leaving with is the belief that that tension is resolvable, not perfectly and not without hard choices, but with the right framework, with the right technology and with the right mindset, you can actually build a model that effectively serves both.

Not only will that make your customers more successful, but it will make your business more resilient. So thank you all so much. Open to Q&A. (audience applauding) Well, I see them here.

Or you can shout things out. I don't know if that's where we're now. Can we take live? All right, you described shifting from feature focused onboarding to use case and outcome onboarding across both SMB and enterprise motions.

How do you ensure CSMs and IMs consistently stay focused on customer goals and use cases instead of reverting to familiar product feature checklists? Yeah, that's a great question. And we have a product suite that's continued to grow and evolve and we have so many new features coming out all the time that our product team would love every single customer to know, but we know that's overwhelming and not always tied to customer value. I think starting that in onboarding, where we're really identifying the first use case, nailing that, understanding how to measure that in the platform, down market especially, we can do a lot of that with our product data.

So if they really wanna focus on prospecting, we can see are they using our advanced search functionality? Are they using our intent functionality? Key features that we know map to that specific use case. We're doing a lot of that telemetry with product usage data for the down market.

Up market, we're able to be more hands-on, consultative, kind of track our conversations with the customer, how we understand they are thinking about ROI and that is driving the conversation as they're coming out of onboarding, as we're checking in with them monthly and quarterly. So we have kind of different approaches for the up market and down market there, but really keeping that at the center of all of our customer conversations throughout their journey. I can see, oh yeah, okay. Your digital motion for down market customers is now matching or outperforming human assisted delivery and key metrics.

What were the hardest elements to replicate digitally and how do you solve for them in a way that customers still found valuable rather than just automated? Yes, really good question. I think it all comes back to the personalization and figuring out what in your customer's journey is important to personalize. For us, we looked at our motion, so we need to get them integrated in their tech stack, we need to understand their use case, we need to enable them on key features for that use case.

We really started by focusing on what data points do we need to do that? What is the experience we wanna give them in platform from an implementation setup guide, they can access live webinars, again, all tailored to them. So again, we used our onboarding blueprint as the baseline, we didn't fundamentally change that just because the customer's digital. And it's honestly been an iterative process.

We started with a very small cohort last year when we launched this motion, we've been super tight on are they getting escalated, do they have more support tickets because they're not getting a dedicated onboarding. If they're getting escalated, why? Do they just want a person to have a call with to make sure we're real and we understand their business and we've constantly been adapting. We do a lot of betas, we try things quick and fail fast and learn as we go and we've evolved it in a way that we feel really confident in.

You introduce everboarding, shifting onboarding from a one-time event to continuous use case discovery throughout the customer lifecycle, how are you operationalizing the handoff between implementation and CS account teams to ensure the next best use case is consistently identified and handed on? Yes, great question. I feel like I've heard this mentioned in a couple sessions, the handoff is such a pain point, whether it's from pre-sales into the onboarding side or onboarding and post onboarding. We're again leveraging a lot of AI and agentic workflows for this.

So all of our documentation around what their use case is coming in. I guess one thing I'll say here is our CRO has been talking a lot about when we are starting the onboarding process for our customer, we used to do discovery. So like, let me understand why you bought what you're trying to do. We're really shifting from discovery to editing.

We're leveraging AI coming with that thoughtful point of view I mentioned earlier, editing that perspective in partnership with the customer and then that's what we're anchoring on, we have that documented, we're tracking progress against that, we have milestones set up against that agreed upon use case with the customer and then all of that is seamlessly flowing out of the onboarding process into the account teams. Again, we're leveraging agents to make sure that's summarized in a way that's really digestible, we're doing warm handoffs, especially up market, making sure everyone's aligned and then maintaining again, that use case outcome focus throughout the journey, QBRs, check-ins and so on. How do you handle new users at existing high touch accounts? Do they get the same high touch onboarding as the initial group?

Great question. So the way we've handled this historically, we've sort of thought of it as a threshold, like if we have an account with a thousand users and they're onboarding 20 users, we usually will go more of a digital enablement type route unless they're specifically asking for a live session, we will absolutely lean in and do that. We ultimately wanna make our customers successful. We have some automation where if they have a thousand users and they're adding 300 users, we're actually gonna kick off more of a formal onboarding to make sure that they are properly enabled, maybe it's a full new team, do they have a new use case or are they a new persona at the account and triggering a more formal motion based on how meaningful the size of that new user group is.

So we have some thresholds of what happens by default. And then again, I think one thing we stress with our team all the time is we have the framework for so much of this and that gives us the consistency and the structure, but we need everyone to be adaptable. We need people to use judgment and we need them to say, if this 30 user group cohort is really important, let's lean in and meet them where they are and make sure that they're set up for success. For your smaller customers who are failing and not following your best practices, are any high touch CSM motions used and does management get involved?

Yeah, so for that digital cohort, as I mentioned, we always have oversight into who's progressing, who's not. And we look at that through a few different lenses. One is, are they actually engaging with our digital onboarding journey? So are they doing the courses?

Are they opening the guides, joining live webinars, doing some of that enablement? The other work stream is, are they actually using the platform for their use case? Again, we can tie back. They had a prospecting workflow.

Are they using advanced search in this feature and that feature? We have all that telemetry and visibility and then we're intervening based off both of those different factors. One of the things that we are constantly iterating and evolving is what does that intervention motion look like? Obviously, the whole point of this motion is it remains highly scalable.

But we have motions where we'll check in with a customer, see if they need help. We'll start with some of our live webinars or live Q&A sessions. If they want a one-on-one session, ultimately, right now with the size of this cohort, we are getting on with them and helping them, figuring out where we need to unblock. We're learning from that, where our customers getting stuck.

Again, are they actually getting stuck with something in our journey or our product? Or do they just want to talk to a person? Both of those are OK. And we're kind of figuring out how we continue to scale that based on the feedback we're getting from customers.

Does management ever get involved? Sometimes, I will say though, we thought we were going to have way more escalations from our digital motion. We have very few, which is something we're really proud of. If there is a customer who feels like they're not seen or heard, we will absolutely get on a call with them and make sure we turn that relationship around.

Why did you decide to not direct mid-touch customers to your onboarding webinars? How did you decide where to cut off digital touch points? So we do sometimes leverage our onboarding webinars for mid-touch. With mid-touch, our stance has been, we will offer a live dedicated session.

But sometimes, our learning and development manager is booking out a week and a half. Oh, you want something tomorrow? We have three live webinars tomorrow. I signed you up.

You just got an email calendar invite. We can follow up if you have questions. So we do leverage the scaled resources in our mid-touch motion. This is where the judgment of the team comes in.

Again, this is something we stress so much, where it's like, we have a blueprint. Don't be a robot. It's a blueprint and a framework to give you guys the structure to use your judgment and customize the experience as needed. So we do leverage them in that way.

We will just also offer a live dedicated session. And then, how did you decide where to cut off digital touch points? If I'm understanding the correct-- I'm interpreting this question as which customers to go in digital. But shout out if that's not right.

Again, we looked at segment spend, product complexity. We've really started with, if you have one of our more straightforward products, we're going to put you in digital. We're going to see how that path goes. We've since expanded it to some of our more complex products.

Next, we'll probably do multi-product. Each one of those evolutions will require us to evolve and adapt how we think about it, how we structure it. So again, constantly evolving. Where we are today, where's the next cohort of volume?

We might need to scale for. What might we need to lean into to prepare for that, and then iterate as we go. What tool are you using for personalized agents to provide customers from the beginning? So I'm interpreting this as some of those handoff agents for the personalized agents.

So we actually use an internal tool that we built. We originally called it ZI Chat. It's been rebranded Mesh. It hooks into all of our Zoom info systems, all of our Zoom info data and signals.

So we are a data company. We specialize in building a context graph for customers. We have all of our call intelligence. We have third party data, marrying with our first party data.

So we've actually decided for us to build that on our own infrastructure. And then we've integrated that into our team's workflows in Salesforce with the Ever After, Skill Jar, full ecosystem, and plug that in where it sets them up for success the most. From your experience, what specific signals or behaviors would you look at to understand whether a touchpoint actually felt personal rather than automated? Do you have any suggestions for applying this specifically to email campaigns?

Yes, great question. I would say, what do we look at to determine if it was personal? I think one of the big ones is, did it get the customer what they need? If we're surfacing up a CRM specific implementation guide-- sorry, a Salesforce specific implementation guide versus generic CRM, and they do that step pretty efficiently and they move on, we feel good about that.

If we can see they're searching or doing a lot of searching in the university or some of our other tools, maybe we need to rethink how we're surfacing up the content that's most relevant to them. On the email side, I will say my org just took over customer marketing a couple months ago. So that is a motion that we are ramping on slash peeling back the onion on of how has this worked historically, how do we want to evolve our strategy here and be much more thoughtful about the full customer journey, the full ecosystem. So that also includes like Pendo in-app, so making sure we're not being disjointed from products' point of view on that versus CX's point of view, and we're not being disjointed on a customer who has multiple products.

We don't want to treat those in silos. We, again, want to think about the full journey. So that's something we're, again, actively iterating on. We feel fast.

We monitor results and kind of iterate as we go. You mentioned curating content based on profile and role, but in a scaled motion. You often can't get too granular without the system breaking down. How do you decide where to draw the line between meaningful personalization and operational simplicity?

Yeah, great question. I mean, I think this is where the constant evolution comes in. You don't have to try to boil the ocean. I think, again, start with what the blueprint, what the framework should be.

What should that be for all of your customers? What does that mean for digital? Where can you personalize it quickly? Where might that add too much complexity to do that out of the gate?

Start where it makes sense for the personalization, and then add it as you go and learn from what your users are doing, what they're getting stuck on. Are they always getting stuck on step three of their digital onboarding path? Why dive in? Do some user interviews or admin interviews.

We reach out to our digital customers all the time and ask for feedback. And so I think that's where don't let it overwhelm you that you have to do everything perfect out of the gate. Start with a motion you feel strong about. Start with a smaller cohort that you can get that feedback around and really monitor the results.

And then you expand it and kind of add more complexity, for lack of a better term, as you go. How are you using agents to build personalized slide decks for customers? What does that workflow look like? Yeah, so again, we're using our internal tool called Mesh.

It's hooking into all the third party and signal data we have on our customers from Zoom info. It's hooking into all of our first party data, as well as all of the chorus call intelligence. We then use make.com and Airtable to run a lot of that automation of we have deck templates built in and we're kind of telling it, we want you to personalize what they bought, their use case, a suggested onboarding plan out of the gate, and so on. And then so as a onboarding project gets created, when a deal closes, all of that automation kicks off in preparation for the customer kickoff call that the customer will schedule.

You mentioned the adoption review as a stage in your onboarding progress. What does that look like for your downmarket customers? Yes, great question. So this is where, for our digital customers specifically, we do have the ability to kind of pull and get feedback within that digital journey.

Like, are you seeing success? Do you need more help? We're always kind of giving them an opportunity to raise their hand. I think we're thinking about doing that.

The way we're thinking about doing that is within that kind of adoption. Within that kind of adoption phase, giving them that opportunity, whether it's to join one of those live webinars or like, I want a resource to reach out to me. And again, constantly learning from that data. So we want to make sure we're still intentionally triggering a check-in with the customer and they feel like they have a direct line to us if they need help, but doing it in a much more scalable way.

As you evolved the engagement approach by segment, how did you structure the rollout and change management for existing customers who were going to be receiving a new level of service model with perhaps fewer custom one-on-one engagements? Yes, good question. So as we rolled out our new approach, we didn't impact anything that was actively an onboarding. Obviously, we had some customers that maybe they previously got a really high-touch motion.

And when they upsold to another one of our products, that motion was much more streamlined and scaled. I think a big thing we found is the expectations that sales sets up front is so incredibly important. Going back to even some of the digital customers and watching out for escalations there, pretty much all the escalations we get, our customers just thought they would get a dedicated experience. They're actually not that mad at the digital experience.

They just had misaligned expectations. So we've had to work so closely with our sales org, both on the new business side and the account management side, to make sure that they're setting the right expectations. If they're doing that and having the conversation with the customer and the customers really indicating they want more support, we're in the process of rolling out additional monetization for our services so you can upgrade for additional support. We can absolutely do that for you.

But by default, this is what you're going to receive based on what you're purchasing with us. So really partnering with sales is incredibly important there. I think I have one minute left. For your mid-market and SMB onboarding, do you have a preselected set of available use cases, goals to ensure delivery of onboarding services is consistent and contained, or do you customize each engagement?

Yes, great question. So we do have, as a business, we have a value framework and use case matrix of these are the most common and core use cases for Zoom info. We try to align with that because that is how our sellers are talking. That is how our solution consultants are talking.

So we're piggybacking off of that framework to making sure there is some structure around it and it's not completely free text and free flow. We still do have the availability or the ability for them to add more context or, again, raise their hand and say, yes, I'm trying to do prospecting, but I really want to lean in here. And again, we'll work with them on that. But really trying to stay aligned to the company use cases and value framework that we're selling as a business overall.

Probably last question, before investing in Ever After, how did you track onboarding progress? Was it in-app owned by the implementation team, et cetera? Yes, great question. So one of the big reasons we brought on Ever After is before doing so, we actually had a really good internal process and framework.

Our team had-- we use custom objects and fields in Salesforce for our onboarding projects and plans and milestones, as we call them. That framework existed and our team actually had good rigor there. But the customer had no front end for them and they had no visibility in where they are and what we think they should do next. We were doing a lot based on emails and saying, oh, next you should integrate or you should set up websites.

But they didn't have that hub where they can really progress at their own speed and the speed it makes sense for them. So that was really the trigger to bring on Ever After is how do we give a customer facing UI that deeply integrates with our framework that we actually felt really good about and we didn't want to upend that and have those systems work together really well? I know a lot of time. No, you're great.

Thank you. Amazing. Thank you, Kirsty. And thank you, everyone, for the participation.

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