3 CX Lessons Learned from 214 Podcast Interviews
Dive into an insightful session with Adrian Brady-Cesana as he unveils the rich tapestry of Customer Experience (CX) learnings gleaned from 214 illuminating podcast interviews. Discover how an intimate understanding of your customer interactions, coupled with a judicious application of AI/ML technologies, can significantly elevate your product roadmap and operational tempo. Adrian will share pragmatic insights drawn from real-world applications, showcasing how a customer-centric ethos, nurtured by empathy and shared successes, can significantly enhance customer satisfaction and propel your brand to new heights.
(upbeat music)
- All right, and welcome to our next session.
We're calling this session three CX lessons,
learned from 214, it might be 215 now,
podcast interviews with Adrian Brady-Chesana, right?
I got that.
- You got it, babe, you got it right.
- Oh, nice, all right, Adrian, please,
tell us a little bit about yourself,
and we got some slides here, not many,
but this should at least guide our conversation here,
but let me know if you want to make click
to the next slide here, but let's get your story.
- Absolutely, so number one guys,
thanks so much for having me here today.
I was super excited to chat with Brian,
and pumped to chat with everybody today.
So I spent the last 15 years working in customer experience,
customer success, customer support.
I've worked in basically 80 type of customer
facing role that you could think of.
I had the pleasure of spending about 10 years
in New York City, working at a plethora
of different venture capital back startup companies,
and all along the journey, man,
I've had just a pleasure of working with
different types of customer bases,
different types of teams, different types of technologies
that keep all this stuff together.
And over the last several years, man, two things,
everyone, I know we're gonna get into it,
but starting a podcast, the Sea Chronicles podcast,
because I wanted to do Chronicle,
or I wanted a document, or I wanted to learn
about how all these other different
customer-focused business leaders
were thinking about their own game,
and thinking about their own business.
And then somewhere along the journey, Brian,
and I know you know this, but somewhere around
the 50th episode, man, we had a business on our hands.
We had heard enough stories, and we had seen enough
of a house with the biggest companies on planet Earth,
we're kind of thinking about customer experience,
customer success, and we were able to start
to build a variety of content, strategic partnership,
and service packages that we can go out
and help a bunch of different companies out there
in the world think about how they can manage
and scale their customer experience.
- That's awesome, and so I know you just briefly touched,
give us again the 30 seconds, like,
what were some of those companies
that you were working at before?
I remember you were talking about B2C, B2B as well, right?
- Absolutely, so spent time, one of the first companies
that really kind of cut my teeth
in the venture capital back space,
was a flower company in New York City, Brian,
called HBLU, and B2C.
So we built a really big business
on delivering weekly floral, fresh cut floral,
to businesses across New York City, Washington, DC,
Chicago, San Francisco, Dallas,
all of these different markets across the US,
and then we were doing B2C site too,
and we were literally delivering people,
their flowers straight to the front door,
for folks that wanted to have fresh cut floral
inside of their home.
Got addicted to the startup land,
I think this was maybe the 10th person in the business.
Over the three and a half years that I was there,
we grew the business almost to around $20 million in sales,
we had 150 people across 25 markets across the US,
delivering fresh flowers every single day,
making beautiful bouquets,
and serving both our B2B clients and our B2C clients.
- That's great, and you just wanna clarify for the audience,
like what I love about Adrian's story is that,
like Adrian is a master in marketplaces,
like that's where really you've learned a ton from,
and just, in my opinion, marketplaces is a very difficult
business because it's CX and customer experience
from both sides, you have businesses,
as well as consumers, there's two types of experience,
you really have to understand well.
- 100%, and again, I think if anything,
you're right, Brian, those marketplaces,
they demand that you're thinking about
all of the different facets and all the different intricacies
of what's going on in a customer journey
to be able to kind of build and iterate and serve
on how you're gonna actually deliver
upon those marketplace expectations.
So completely agree, it's definitely been a fun place
to kind of spend some time for sure.
- Nice, and so let's get into it again,
I don't think I can call this out more enough,
like Adrian has been talking to CX leaders for years,
right, years now, do I have that right,
Adrian?
- I think so, the podcast, Brian,
I think we're over five years now
to get to these two years, five years.
It's been only about three years since I hopefully
not gone well, my last full-time practitioner CX role
at a company called ACE,
Options here at Buffalo, New York,
and I've been working with amazing executive leadership
teams and customer experience and customer success teams
across North America now for over three years.
- All right, cool.
So let me tell me again, like,
where you want me to go in this presentation.
So obviously we hit yourself here,
and let's talk about the problem right now.
Like again, you've talked to so many companies here,
what do you believe now?
- Okay, so when I started the podcast,
and when I started thinking about this idea in my head,
after working at all these different,
each group was the start of it,
I spent time at One Find Stays,
we talked about which is a white club area,
B&B, another marketplace where I was working with hosts,
working with guests,
working with the customer facing team,
trying to make everything happen,
spent time at a home team as well,
where we were working in the healthcare space,
where we were working with patients,
we were working with caregivers,
we were working with physicians,
so it's your point, right?
All these different marketplace things were like,
there's a lot of stuff going on,
there's a lot of down-
- Yeah, so I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and I think that's a lot of stuff going on,
and that's where those $75 million talk problems
are proactive of all of us being under supported
or having expectations not that,
or just literally missing on the service
or the support delivery when things do hit the van.
- Gotcha, and let me clarify,
this was again the, almost the, like,
the trigger to say, "Ooh, like, I need,
"this point, this data point," was then the reason
to get into all these conversations.
Do I have that right?
- It was a big part of it,
and then it was more importantly just like at the time it was like,
"This is just too big of a problem to ignore,"
and after me, it was the catalyst of,
you know, although I have the pleasure of working
with all these awesome venture-back companies
and executive leadership teams,
I wanted to go and hear our stories.
I wanted to hear how other bigger, more established,
more mature companies were thinking about
not just customers' experience and customer success,
but literally, how were they building their own,
what we now call the four CX pillars, right?
- Yeah.
- Tools, process, and feedback,
and I wanted to understand what the great companies were doing,
what were the things that they had figured out,
what were the challenges that they had already overcome,
what were the investments that they had to make
to be able to mitigate some of these issues,
or to be able to reduce some of that,
that trickle through revenue.
And that was really the big motivator
for kind of getting things started
and starting to chronicle some of these conversations
and chronicle some of these stories.
- Okay, got it.
So then, I guess, I asked,
for those, Adrian and I were talking beforehand,
and we have like, okay, perfect.
We got three lessons here,
but before we even get to those lessons,
there are some things amongst all these conversations
that came out naturally, right?
And that's kind of this next,
what we were talking about, the market size,
and then you can bring up the market size,
but I really wanted to get to the potential solution.
So talk to us about this.
- Okay, 100%. So, okay, the problem, $75 million,
globally being lost due to poor customer experience
and success, market size here in the US alone, guys,
90% of companies have dedicated customer experience
and customer success roles.
There's millions of us that are going to work on our desks,
every single solitary day thinking about customer transactions,
thinking about customer experience,
thinking about how we're going to make a customer happy,
keep a customer coming back, thinking about pushing our LTV
up and forward into the future.
That's a huge space, right?
So the other part of what I was trying to think about
with sort of the podcast and some of the work
that we do with our clients at CXC was really kind of understanding
sort of what that looked like.
Brian, you could jump into the solutions.
Here's some of the biggest things that we've seen.
I'm trying to, Brian was joking with me before,
guys, we jumped into this, we're like,
"I'm trying to slam 214 interviews into Oslide here,
but these are some of the big,
reoccurring trends, themes,
and reoccurring just stories that we kept hearing
from some of these incredible customer focus business leaders
around what they were at least investing in trying to do
in order to enable their customer experience and customer success.
So number one, content.
I know it sounds absolutely crazy because literally me and Brian
are making content right this second,
but content is extremely powerful because some of the best
companies that we had the pleasure of interviewing
and that now we've been working with,
content's a game changer, guys, because whether you're a software,
whether you're a service, whether you're an e-com business,
whatever you're selling, whatever you're selling,
stories lead a customer into understanding sort of how they're
going to interplay with the business.
And then stories often really kind of lead to how
exploitation is done.
So on the content side, we've seen some incredible examples
of how companies have leveraged podcasts and e-books
and some of their own living playbooks or FAQs
to really begin to tell that story or to iterate on sort of the
evolution of their product and their service.
That's another big one.
They had a lot of times when a customer buys from a company,
if you're fortunate enough for them to keep buying from you,
things change with that company, things change with that product,
things change with those services.
So some of the companies that we had the pleasure of interviewing,
they did a brilliant job of investing in leveraging their content,
not just from a sales market perspective, guys,
for the customers they've already sold for the customers,
that now their job is to retain them and keep them for the long haul.
Every one of us has probably been on a webinar or an e-panel
in the last 30, 60, 90 days.
This has become a really easy way that companies try to tell that story
or try to iterate upon what's new in the business,
what's new with the product.
And then lastly, just I think COVID-Brine changed this bit.
The use of living playbooks, how-to guys, ebooks,
has just rose exponentially, right?
Because now we're all in a position where many of us are working,
minimally in a hybrid situation.
Maybe we have to go in the office a couple of days a week,
or we have certain meetings in the month where we got to go see our customers.
A lot of us are spending a big part of our time working in our remote
environments. So content became a huge area that we realized very quickly.
Some of the best leading companies out there, they are doubling down on content
and they're always trying to figure out how they can improve the way that they
're storytelling.
Not just to their customers, but to their employees, too, by the way,
to make sure that expectations and to make sure that mission and general values
are always being reminded and reiterated upon.
Yeah.
I just want to call out.
I think it's really interesting because, again, I'm a marketer at heart,
and so when I hear content and tools and services,
I'm kind of thinking to myself, well, of course, right?
But you're just reframing it from, usually, it's like, okay,
how do you get content in front of new business?
How do you get tools in front of new business?
How do you get services, a playbook in front of new business?
But it's just reframing it to how do you do that same thing,
but with your actual customers, give that value to the customers outside of the
product, or service that they're purchasing?
Do I have that right?
That's exactly right.
It's almost like we've been so geared into the world going to find that new
and going to hunt you, going to find them new capture.
That's great.
That's fine.
So most businesses become about what you're at.
You're absolutely right, Brian.
We're taking that same information, taking that knowledge, taking that know-how
and reminding it and passing it and pushing it onto our existing customers,
that becomes another value adder.
That becomes another value, and then here's the other part.
Everybody wants to know about how to get better at upselling and cross selling,
how to get better at understanding how to identify risk and churning and all
this stuff.
Take a look at who's engaging in your content, because those are probably going
to be the first people that I would start to call to think about upsell, cross sell
calls.
Take a look at the people that you think are your biggest, best opportunity in
your pipeline,
and they're not engaging with any of your content.
I'm not saying that in all cases, that's going to be a signal that they're
dying,
but I wouldn't be spending some extra time, some extra energy,
and spending some extra love on those customers to understand what else can we
give you,
and your team, and your business, some additional value outside of our primary
products and services.
Again, I want the audience to make sure that they come away with takeaways.
I think this, let's stop here and just call out something,
because I think this is a pretty big takeaway, where content creation,
you obviously need resources to do that.
Maybe one takeaway is you have to think about how you build your customer
success team,
how you build your customer support team, and think about it too, of adding in
a few content creators
on that team, or at least supporting them with some content creators.
Do I have that right, Adrian?
- I'm moving, but what you're doing right now, Brian, for customer, exactly.
You take some of the people that are already built into the fix of talking to
customers on the reg,
talking to the internal team on the reg, understanding the product,
understanding the market,
understanding the space, that knowledge, that collective knowledge, you could,
you guys,
you have to start somewhere.
This is the thing, I salivate over some of our clients, we have a CXE,
who have a million email addresses and a hundred thousand accounts,
and they don't do any of this stuff, and it's like you would litter if you put
together a podcast,
or if you put together an email content series, you would blow up to the top 1%
in 30 days,
just because of the volume of people that you have that you could expose it to,
but you're absolutely right at sharing that knowledge, and it's continuing to
provide this value for storytelling,
completely outside of the products and services that you're selling.
Here's the other thought.
Brian, for me, I spend most, me and my team spend most of my time working with
venture capital backstart companies,
and this is another incredible, easy way to begin to leverage your EX game,
right? So then, if you know which A players on your team are just,
they're rare to go and they want to, they want to do more, they want to get
more involved,
they want to be a part of story time, leverage those people, right?
And then the other part is leverage your customers.
There's so many companies out there that they really don't think about outside
of referrals,
or outside of their customer testimonials, and by the way,
we've all seen a company that oversells that.
You go to their website and there's just a million testimonials, I'm
immediately, that's weird.
I like what they're doing, but there's an opportunity to build a content with
your customers too,
and think strategically about which ones that can actually deepen the
relationship,
widen the relationship and maybe even open up downstream opportunities for the
future for how you can do more business together.
Love it.
So let's kind of take one step back to take two steps forward.
So let's get to three learnings about, again, your 214 episodes with CX leaders
I think the next, yeah, so give us again, the quick lowdown of, you know, how
successful your podcast has been so far.
But then these learnings actually come from a place of value, which I know they
do.
100%.
Okay, so like I said, we've been out, we've been out of now for a little over
five years.
We always tell people our passions and the listening, man.
You can't learn something when you're talking, right?
You can only learn something when you're listening, right?
And so a big part of what we've done is chronicle all of these stories.
I mentioned the four CX pillars, team tools, process feedback every week.
Our shows are really around having these unique customer-focused business
leaders come to the show,
talk about how the teams have been built, talk about how the tools or the tech
stack has been created,
and how they made their investment decisions.
Process is one that I always love to say.
People don't think process is sexy, but oftentimes, the devil's in the details,
man. If process becomes the glue across the four pillars that keeps everything
together, last thing is this.
If you are a fast-paced growing company, your processes are changing every week
So processes can be a living, breathing thing.
We spend a lot of time with our clients thinking about living playbooks and
living how to's and living I think you use.
That stuff needs to be updated and iterated on a regular basis.
And the last thing is feedback, right?
Thinking about how you can get excellent at collecting and managing your
customer feedback
and thinking about how you can collect and manage your employee feedback.
At this point, over our journey, we've got 12,000 CX, CX, support and founder-
based professionals that are engaged with our CX content.
We've got over 100 countries listening to the show, which is kind of cool.
It's funny to see that's not at all something I ever thought about before.
This was really just literally trying to get a bunch of stories and learn.
I was trying to self-assess, I was trying to learn.
I was trying to learn from other people that had been doing this longer at
bigger companies with more customers and more revenue.
And I was trying to figure out a way that I could actually just improve my own
personal playbook.
We got work 50,000 downloads.
And then it's funny, the guests that we've had on the show now, we've had some
really big companies, right?
We've had the pleasure of having Bain, Comcast, Service now, and HubSpot, all
these big companies, right?
And it's interesting because we hear all these different themes across
different industries, different business spaces, different customers altogether
and then different employees serves, right?
The way that their employees and their internal themes are built up are all
different.
But across these 200 episodes, maybe you start to hear a lot of trends and
themes that, regardless of business size and industry type,
they repeat themselves so they recur.
So that's kind of the high level.
Okay.
So let's go to one trend, right?
So here's something that you wanted to bring across to me here, which was "As
pire to understand 100% of customer experience."
It's not just a sample.
And that's a quote from when you interviewed Declan, the VP of Customer Support
at Intercom.
So give us a little bit of background here.
Why is this super important and why was this the first learning that came to
you?
So, Hema Wood, Declan Irie was absolutely awesome.
So before Intercom, he spent time at some of the world's biggest companies
manage customer support.
So if there's anybody who understands ultra high volume customer support, Decl
an would be your boy, guys.
This guy has managed some incredible teams and incredible businesses.
When he talked about understanding 100% of your customer experience, Declan's
huge piece in this episode was really around leveraging customer success and
support to not just drive your CX values and your CTA's when you do extract
from your sport side,
but to literally drive your product to roadmap number one.
And then number two, his big thing is too many companies only pay attention to
the individuals that respond.
And think about this.
Every one of us is guilty of this, Brian.
Think about it.
You have whether you're a huge company, you're getting 10,000 pieces of
feedback per month, or whether you're a little small company, you get 10 pieces
of feedback per month.
How many customers do you have?
Right?
Because the businesses that have 100,000 points of feedback per month, probably
have 100,000 different individuals that theoretically have been there.
And then the business that has 10 points of feedback per month, probably have
100 different customers that they can get to be back.
And Declan's point was just, it's our job as CX and CX leaders to dig into the
dirt, try to figure out ways that you can meet people at every single medium,
try to figure out how not only are you, because think about it, you can't place
all of your bets on a sample size when it doesn't encompass the entire
portfolio.
Right.
And Declan's point, it was really around thinking about whatever way you guys
need to figure it out.
You have to have an on-view channel type of view for how you're getting and
assessing and collecting feedback.
And more importantly, you want to make sure that you're not chasing things that
aren't right.
I think the way that I talk about it a lot of times with our clients at CX,
understand what your common case scenarios are versus your special case
scenarios.
A lot of growth companies, and for some of our started friends that are
listening today, really, really common to chase shiny objects.
You have one customer who may or may not be one of your big customers, so they
might be a strategic account.
I get it.
One customer asked for one thing that nobody else asked for, and that your dev
team, your CX team, your ops team, and your sport team goes chasing down a lane
from the next 30 to 60 to 90 days on something that doesn't even touch the rest
of your customer base.
I'll stop there, but last piece, sorry, last piece, Declan also talked about
investing in AI and then I'll just speed up velocity.
Obviously, we're here at the AICX Virtual Event.
A big part of what Declan Stinky is like, there's been so much talk about AI
over the last year.
All of us are, and it's great, right?
Because it's the future we're entering into the future.
But Declan's big point was like, AI is here to do the things.
Number one, that it can do more often than not better than humans, much faster
than humans, more efficiently than humans.
But it's really to tee up the action points that humans need to go pick up and
run with to be able to increase velocity, whether that's growing your business,
or that's reducing churn, or that's speeding up your product roadmap.
So just a few points from Declan there, and then Brian, feel free to dive in
here.
I was going to ask you about the investing in AI and machine learning.
Does it speed up velocity?
Would you, let's kind of clarify that thought a little bit, because from what I
understood with what you just said, it was, how do you speed up processes in
order to improve the customer experience, where then the human can reach out?
Is that kind of what you were saying, or describe that another way for me?
So, okay, for example, specifically with Intercom, some of the AI solutions
that they're building into their tool, exactly right, Brian.
They're taking things that traditionally humans might have done from, say, a
tag meet or a compartmentalization perspective, and they're doing it for you.
So then what the agent shows up to their desk in the morning, instead of
spending maybe the first hour or two going through a bunch of tickets and
understanding show, what are my top threeies today or my top fiveies today, or
what are the big things I have to prioritize, let AI do that.
Set up some logic and set up some rules around being able to make that a little
bit easier for your team. That was one big thought. The other big thought is
writing, man.
Big part of what CX and CX people do, we're communicators. We talk to customers
every frickin' day of the week, right?
And so a lot of times that's writing, whether it's emails, whether it's live
chat, whether it's text messages.
And guys, I don't know about you, but I've written a book and I've literally
written 214 of these podcasts, summaries.
There's things that AI can do with writing that I can't do, right? So it's
leveraging some of these things that can actually aid our day today.
And some of our manual tools so that we open up a free time to think about some
of the other things that are a little bit more important.
Yeah, I like that. And what's most important is connecting with the customer,
right? So if it's like about tagging, it's about, you know, all the inside
components,
like those little things that take up a lot of time, that's where AI can help
you.
All right, so cool. Let me go to the next slide here. Okay, cool. So this next
learning, when you look at the tools,
don't try and buy a tool through a spreadsheet, buy it based on this will fit
my company. And this is by Ken Peterson, you said the President CX and question
pro. So go into this for me. Like, well, give us a little background of Ken, Kate
Peterson, question pro. What type of company is that?
Okay, so I literally just had the pleasure of last week I was in Austin, Texas
with Ken and the entire question, bro team at their x day event 2023.
Question pro delivers survey and feedback based software for big companies,
companies have lots of customers.
They have lots of users. They have to be able to get advanced surveying and
advanced questions out to customers in a quick, easy to digest type of way.
So Canada's even built an incredible company really focused on feedback. Two
things up, not just on customer side.
They also work with some huge companies helping to deliver employee feedback,
right? The e-excited game, Brian.
You're going to hear me talk about a little bit throughout today. But Ken's big
thing is about, you know, every company, especially when they start to hit that
growth phase,
your tech investments and your build out of your tech stack oftentimes will be
a big part of whether or not you are or are not going to succeed.
And I think that one of the big takeaways from Ken's episode was really around
you have to find solutions that are compatible with your company.
Many of us go by the guys of like, buy best in class. If you buy best in class,
then you're inevitably going to be in a better position.
Maybe Ken's point was there's all these different solutions out there that do
have unique bits and fixtures that can actually be most compatible with your
business,
with your industry and with your customer type. So a big part of Ken's story
was really around thinking about that is your growing business.
Here's the other big thing you talked about. If you're not baking empathy into
these numbers, let's say you get excellent at collecting feedback and you have
MPS and you have CSAT and you've got customer effort scores,
you've got all these different things that you're able to start counting the
numbers and measuring the numbers on.
Ken's made messengers, you know, all the big companies that I've been a part of
building and growing in my career. If you're not baking empathy into some of
those numbers,
it's going to make it really hard for you to focus on what you can control for
your customers. His thought was like, you have to, like, the point of counting
and measuring and managing just to do it,
it's not going to get you. You have to be counting measuring and managing
things that you are literally going to have some empathy for,
and you're going to take action on it. I think in the modern world brand,
companies that ask for feedback and do nothing with it are going to struggle.
I think companies that get excellent at, you know, you ask, do we listen to
those type of ideas of like, "Hey, here's the things that we heard from our
users this month or this quarter or this year."
Those are going to be companies that modern consumers are going to want to get
behind.
And then the last part is just celebrating the wins with your customers'
eternity. They have a question for again, because they're thinking about EX and
they're thinking about employee feedback on the reg.
This is probably a big part of why Ken really wanted to pull this part in front
of the side of it. Guys, think about some of you that are growing companies
right now that aren't huge.
Right? So think about some of you people that are trying to get to your first $
10 million. Think about some of you that are trying to get to your first $1
million.
If you're not celebrating the wins both with your customers and with your
internal team and your employees, you're missing a big opportunity right there.
CX and EX, they go hand in hand, man. Like, a lot of people, they'll say, "Hey,
you know, you talked with all these people, what makes great CX?"
Hate to say it, but a lot of times it starts with your employee experience. The
best companies that are delivering world class, kick ass customer experiences,
they've already got incredible EX baked into their game.
They've got employees that are engaged, they're turned on, they're informed,
they're connected, and they're within the autonomy and the authority to go and
take action up to a certain level so that they can actually make things happen
for their customers every single solid trade.
And that's a fun place to work, by the way. Every one of us, there's better to
come in like that instead of the opposite where it's kind of, you know, one guy
or guy running.
Exactly. That's so fun.
Yeah, no, and I also want to add on to this because I recently talked to a VP
at a Shopify company called Bobbi, and Bobbi provides infant formula for babies
and mothers.
And we're talking about churn a little bit, and obviously there's churn after
one years old, right? Like, you don't need formula anymore.
The mother doesn't need formula. And so they celebrate that.
And that was like so enlightening to me where they lose the customer, but they
celebrate that milestone with them.
And they celebrate internally, they celebrate externally, they send the email,
you have like a firework in the platform.
And so like that was just kind of like enlightening for me and just a good
insight and for you to bring it up as well too, how do you celebrate these wins
with your customers?
It's just another point in the customer journey to make them feel special and
to provide that kind of, hey, this is our brand, right? This differentiation.
100% right? With our clients in CX, I call those milestone moments across your
customer journey.
They identified the milestone moments. Everyone of us better know these things
too, by the way. Getting that first customer onboarded, getting that first
customer through XYZ groups of usability or just general engagement, keeping
that customer for a year, keeping that customer from five.
Those are milestone moments. If you don't know how to celebrate those, it's
your point, firework, some explosions and balloons and all that jazz, then you
're missing out man because customers love that stuff.
So, with employees, you have the right types of employees that are managing
those milestone moments and responsible and have the authority and
accountability to manage those things.
People love that stuff, man. It's authentic, right? That's what matters most.
Okay, let's get to the last point here. Build a team that believes in the power
of customer experience, invest in their growth and watch their client
satisfaction store.
This is from Alex Groth from Hierarchy Ratio, CX. All right, give us the
download here.
Okay, so I had the pleasure of having both. It's one of the only times we had
the same business. I had Jose Herrera, the CEO of Hierarchy Ratio on, and then
recently we had Alex Ross and I'm glad we needed an awesome company.
Hierarchy Ratio, CX is really kind of taking a bunch of the stuff that we're
talking about today, Brian.
They're building it for companies, meaning number one, they're building a team
of individuals that's already fully trained, vetted, sourced, ready to go to
tackle your customer success and support needs.
They are super well versed in some of the leading CX and CS software. So, like,
depending on for some of our, some of our, our startup founders listening to
that, they can literally start to build out your support and your CS unit for
you that you're really well.
The unique part is they're also building their business. They're here in the
States, but they're also building their business in different parts of the
world.
So, they're building on an incredible campus down at the Dominican Republic.
They just built an incredible campus down in South America.
So, they're also building for what they already know is coming with North
America companies. We need to be able to speak to languages.
We need to be able to speak English. We need to be able to speak Spanish. And
what, what Alex talked about in his show was, honestly, him and his hair
constantly talking about employee experience.
What they, their secret sauce and higher ratio is very different. Many of us
wanted to invest in customer, customer, customer, customer, you need customers
and you need money to have blood in the business, in the body of the business.
Totally get it.
Their whole spin on this though is, if you're focusing on your employee
experience, you inevitably will begin to drive your customer experience, right?
That's the work part. Second big part, this business was born in a drink oven.
So, this is a, this is a company that they built, this is going to be, I think,
going to be a huge company today, but they're building a business completely
remote first.
Outside of the campuses that they've got in the big, they've got on South
America, they knew that most modern customer success and customer support teams
You know, why, why, why, why, why do you need the 40th floor of Manhattan for
500 people? What are you going to do with that? How much does that cost? Right?
You don't need that anymore.
Some people do, Mike Bloomberg would argue with me, and obviously he's way
richer than I am. So, I would listen to Mike Bloomberg too, but like, for
modern, for modern, for modern, SaaS companies guys, for modern service
companies, we don't need to walk the floor.
We don't need to always, every day, sorry, sometimes there's a time and place.
I think the power of on sites is the equivalent of where we used to be pre-pand
emic with the power of off sites, if that makes sense.
Like, so there's something nice about now that we're all living, working in
this world. They have a day or two or they have, you know, once a month or that
, once a quarter, when you get together with a team, you collab, you jam out,
you rock off things, that's fun. Plus, you just get away from your wife and
your kids and you get out of the house.
But, Alex and Jose have built a business, completely focused on building a
remote first company. And then the last part is just playbooks. So, what's the
point of collecting a ton of customer feedback?
And what's the point of collecting a ton of employee feedback? If you're not
making those learnings and findings into a living playbook, something that
changes every single solitary week, every single solitary week, immediately
every quarter where you're doing your controlling and your monitoring,
if you're actually thinking through what updates, what changes, what tweaks,
and then remember, the business is always people, guys, then what things do we
need to go and refresh our customers on, and what things do we need to go
refresh our employees on to make sure that expectations are constantly aligned.
I love it. So, let me clarify something, which seems simple now, but I didn't
really think about it until you brought it up. In order to invest in a customer
experience and improve the customer experience, you got to invest in your
employee experience that is supporting your customers. Do I have that right?
There you go. Yep. All right. Well, let's end there. I think that's a great
point. Adrian, thank you so much for your time. Appreciate it as always. And
let's do this again sometime.
I love it. Thank you so much for the opportunity today. Thanks so much for
letting me join the join the fun today. I see expert tools on it.
Thanks, everyone.
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