CS Blueprint w/ Kristi Faltorusso: Rolling Out an Engagement Model

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This is a podcast episode titled, CS Blueprint w/ Kristi Faltorusso: Rolling Out an Engagement Model. The summary for this episode is: <p>In a weekly segment we've asked <a href="https://www.linkedin.com/in/kristiserrano/" rel="noopener noreferrer" target="_blank">Kristi Faltorusso</a>, VP of Customer Success at <a href="https://intellishift.com/" rel="noopener noreferrer" target="_blank">IntelliShift</a>, to join us as we tackle Q&amp;A that comes Inbound. &nbsp;</p><p>Our goal: to give tactical, direct advice to customer success leaders.&nbsp;</p><p>--</p><p>If you want to join the discussion with thousands of other customer success leaders, join Gain Grow Retain: <a href="http://gaingrowretain.com/" rel="noopener noreferrer" target="_blank">http://gaingrowretain.com/</a></p><p>This podcast is brought to you by Jay Nathan and Jeff Breunsbach...</p><p>Jay Nathan: <a href="https://www.linkedin.com/in/jaynathan/" rel="noopener noreferrer" target="_blank">https://www.linkedin.com/in/jaynathan/</a></p><p>Jeff Breunsbach: <a href="https://www.linkedin.com/in/jeffreybreunsbach" rel="noopener noreferrer" target="_blank">https://www.linkedin.com/in/jeffreybreunsbach</a></p>
Off-Boarding Plan
00:30 MIN
Being Timely
00:23 MIN
Mapping Out Our Journey
00:17 MIN
Bringing Peers Together
00:35 MIN
Data Ignited
00:33 MIN

Speaker 1: Welcome to the Gain Grow Retain podcast.

Jeff: So, this is our weekly podcast that we do. We'd stream it live on LinkedIn, although we're trying to get better about building some promotion around that. But I think we're going to pull out some topics from the community and... One topic from the community and then one topic that we're currently working on, that both Kristi and I have to go execute on in 2021, which I think will be interesting. So Kristi, why don't we start with maybe the one from the community? Do you want to maybe kick us off with a scenario or question and we'll dive in?

Kristi: Yep. So, the first question that we came across that will have a part A and a part B that I think we'll dig into. So, it answers almost two community questions. But the first one is, when to make a resource change to an account? So, specifically asking, when is it appropriate or how to take a CSM off an account, right? And I think in this specific use case, it's one that might be at risk. So Jeff, why don't you kind of kick off with how you think about managing through that process?

Jeff: Well, I think the first thing maybe to not do, it was what came to my mind, which is, probably the first inclination for people is to almost just say," This relationship's trending down." Right?" We're ending this contract." Or," This is coming to a head. So, let's just pull the resource off as soon as possible because we have better things to work on." I think that's the wrong thing to do immediately, because I always think about how relationships come back to burn you and some way, somehow, we're going to have to be dealing with this person again. So, how do we end on a good note? So, I think just in the instinct, I think people might jump to, well, that account's churning, spend 0% of your time there, we have nothing to win, so let's just move on to the next account. But so, I think that's the one thing I think of maybe not to do, but I do think what starts to happen or two things that I've done in the past is, have the CSM come up with an off- boarding plan, actually thinking about, what does it take? Where's the end date for this contract? Or when are we essentially moving them off the platform? Or, when's the exit date? And then kind of working back from there. What are some things that we can help them do to essentially off board successfully? I know it's not glamorous. It's not great. They're churning from us. We don't want to be spending a ton of time, but can we at least get them to agree to a couple of milestones that we can focus on? Whether it's giving them data, making sure if they're moving to another system or platform, we're making that available. Easy for them to do, essentially. Easy for us to do business with, is the big thing I think about. So, what is that off- boarding plan? I think is something to think about and, how do you bake that in? And I think the approval on that is probably the biggest thing I think of. I think again, sometimes we tend to work in silos where we just kind of say," Oh, the customer is churning. They don't really care." Or," We don't really care or we're just going to kind of, wherever it goes." But I think if you can get them to agree to that, then it also just helps you to align your resources to say,'Okay, now that we've got some of these milestones that you have to do, maybe it's pulling data, maybe it's looking at specific dates that we have to have some meetings. How much time do we actually want to allocate towards those things or do we actually need to approve?' And then,'Okay, what's kind of the remainder in between and how can we then go apply that to other accounts, to other things that we're trying to go do? How can we start to kind of pull your thought process out into other areas that are going to be beneficial to us as a business?' So, that's just something I think about, is that off-boarding plan. And I don't think a lot of people... I haven't seen a lot of people tend to do that when there is a churned account that's coming. And I guess, I think about it more so just because of the fact that I think relationships always come back to haunt you, at the end of the day. What do you think about?

Kristi: So, what I think is the most interesting thing here is that you and I took this one question and read it very differently. You took it and you ran with the, this customer is churning, let's take our resources off of it. I read it as, this customer is in bad shape, perhaps the resource we have on it isn't the appropriate resource and we need to make some change.

Jeff: Oh, yes.

Kristi: So, I love that we're going to solve for different problems here. So, in your world, we've got this kind of focused on off- boarding plan, which I would 100% agree and also shared sentiment that people don't do it well, it gets no time and attention, but could have huge upside, right? How many times have you seen a new leader come into an organization and immediately take out the technology that's there? Well, guess what? You could have one of your champions from another company end up in a leadership role at that company and how you manage them through that process could speak volumes about the partnership and hopefully their ability to bring you back on in the future. So, just one example of where there could be upside on managing that effectively. What I will say is on the... The way I took it, right? Was that maybe we're taking a resource off. So, what I've seen, because quite frankly, I have never pulled a resource off of an account just because they said they weren't going to renew. In fact, quite the opposite. It's almost a little bit of a double down until you find that there is really no path forward. So, in a case where you're maybe making a change to a resource because you want to swap it out, now it could be, your customer has shared that that is not the appropriate resource for them, maybe they have had trouble connecting, maybe there is a skill issue there, whatever the case may be, perhaps it's, the customer has voiced their concerns about this being the best person to support the partnership. In which case, obviously you want to manage that very carefully because I think that there is the customer management and there's also the employee management of that, right? Because you never want to make someone feel like they're not good, they can't do their job. So, you want to make sure that you're handling it very carefully. And so, perhaps it is a skill alignment. So, making sure you've got a plan on how you very timely manage that with the customer. Right? And help intervene as a leader, if you are a leader, intervene quickly. So, that way you can help make sure that they feel heard, that you're presenting them with a plan. So, the same way you would handle any other objection and that you quickly figure out an appropriate path forward. As far as the employee management, obviously want to be sensitive to that. Especially as you're communicating with a person who might be taking over the account, you don't want to say," Well, this person didn't do A, they didn't do B, they're not good at C." You want to handle that very carefully. And so, it could just be, the customer has a unique need that this person doesn't maybe have the skills or experience to navigate and so, we're going to put you on the account. There could be other ways to manage that calm, but making sure that you're handling that delicately. But I would say more importantly, be timely. Make sure that there is a appropriate knowledge transfer, you're resetting expectations, and that you do have a clear plan and path for the new CSM, because I would say also, as a very good CSM who has received accounts in poor shape in the past myself, sometimes when you're really good at your job, it is not uncommon that people will toss challenging things your way, set up that new CSM for success. Right? And also, make sure that you're clear on the accountability. If you're giving somebody an account that's already churning, maybe making sure that their comp plan... You're addressing this financially, so they know what the implications might be if a customer churns. So again, there's a lot of these steps that you need to manage. So I would say, I'm going to make sure I'm managing the comms effectively, I'm being very timely in how we're managing through this and we'll be very specific and creating a plan, both for our internal resources as well as our customers to make sure it's managed effectively.

Jeff: Yeah. The one thing that comes to mind for me too, is also trying to figure out the best way to garner... Like in the case that you mentioned, right? As maybe this isn't working out, we need to pull this resource off. What's the right, appropriate feedback too, that we're getting from the customer that we can directly give to that person that says, here is... We're doing this for these types of reasons. And the customer might not always have those things. You might be able to feel some of those, but also if we've got some direct reasons that we can hopefully massage into the right kind of the right verbiage for us to give coaching feedback to our team, is also good. One thing that I thought was funny. Allister Field, who's watching the live stream on LinkedIn said," I read it in a third way, which is the CSMs getting promoted and they may be simply handing off to a new CSM." So, I think that's a third way that we can look at it too, which is also just account transitions, which I think we talked about a couple of weeks ago, specifically. But the other part that I think is interesting that you mentioned as well, is the fact that there has to be... I think we need to acknowledge this too with customers, be timely, I think it was the big thing that I took away from what you've mentioned. Sometimes, I think we might wait on these, oh, it could get better. Oh, it's just going to work itself out. I think in those cases sometimes, your gut instincts sometimes might be better to go off of, which is, oh, if it's not working now, maybe we'll give it one more try. We'll have some specific things we're working on or specific feedback that we can actually improve on. But I think you have to be really quick, especially when you think about how relationships become such an important factor of customer success and how we actually retain customers and try and drive the relationship and value aspect.

Kristi: Yeah. I think that's a great point. And something else that I would say is, if you can intervene before the customer has to raise their hand, obviously that's the better way to manage this. So, if there is data to help support whether or not that the resource you've got allocated to a specific account, especially if it's one of your larger ones, read the data and make sure that you're having open and transparent conversations with the person on the account. Sometimes what I have found is that members of my team don't want to raise their hand and say they're struggling with something or that a customer is being difficult and they're not meshing, the relationship isn't vibing. Right? So, they want to make sure that they're doing everything they can and maybe they won't raise their hand, but if you can identify some data patterns, trends, anything. So, that way you can intervene as a leader, to open up and initiate that conversation, especially if the success plans aren't advancing or you're not building the right relationships. Those could all be red flags. And so, even just brokering the appropriate conversation internally to then manage that with the customer. So, I would say, just another way to manage that is if you can be proactive, try to use the data to support that extra activity.

Jeff: Yeah. For the most part, data can help be objective in some of those situations too, which is what you might be shooting for. So, flip back to my scenario for a minute. I'm curious, maybe to dive on one quick thing with you, which is, do you develop off- boarding plans for your... If you have you a churned account right now at your organization, do you have a playbook or CTA that's fired and it's kind of that off- boarding plan idea where it's basically just, all right, what's the minimum that we have to put into this account and how do we just make sure we've got an amicable... We're going to keep relationships and move on, but kind of put a little time. Is there anything that you do there?

Kristi: So, we've got basically a... We've got a CTA and playbook built into Gainsight that is not necessarily for off- boarding a customer, but it's customer closed lost. And so, there are a sequence of steps and activities that need to take place if a customer is leaving or has left. Right. And there's certain conversations we want to help make sure that we're facilitating. One is that open conversation to get that feedback directly from the customer, right? What could we have done better? How could we have navigated this? What did you need from product, from customer success, from services? So on and so forth, right, just to learn as much. Other steps that we have in there is to make sure that appropriate tools and technology is turned off, access is revoked. Right? Things like that to make sure it's all happening. And one step in there that we do have is to close out the partnership with the POC. And so, we don't lay out the specificity around all the tests and activities, but we bake into one item there that does say, have the appropriate conversation with your point of contact. And that could be," Hey, can you help us do an export of this data because we're going to need to upload it into a new system?" Or," We just need to hold onto this for historical records." So, we don't have a separate plan for it, but I think there are steps that definitely play into supporting that mindset and those activities in another playbook that we have.

Jeff: Yeah. That makes sense. That's what I figured. I figured you had some CTAs built in and had some steps that you have to take. Awesome. Well, I think maybe let's switch gears to our second question that we're going to talk through, which is something that we both have to go execute in 2021. Just thinking about, how do we roll out and start thinking about just an engagement model that maybe looks a little bit more like a pooled CSM type model? How do we get maybe some self guided resources to our customers that makes it a little bit... Self- service, makes it a little bit easier for them to kind of have information at their fingertips, so they can go accomplish things. So, I don't know, maybe let's bounce back and forth. And we can kind of do like a Round Robin between each other and maybe thinking about one thing that comes to mind as we're starting to go, maybe execute or plan for this as we go into 2021, just things that we're thinking about. And I'll let you... Actually no, you started last time or no, I started last time. Yeah, you go. You can go first. You can kick us off. What's one thing you're thinking about as you go plan for this and try and execute in 2021?

Kristi: Yep. So, the first thing that we're doing is we're just mapping out our customer journey to figure out, what are the points in that journey that we were going to be focused on automating, right? Because a big part of this is, obviously the pooled resources is the team that's going to help execute this strategy. But the first thing that we're doing is, we want to... Even the objective here, right? Is that we want to make sure that we're providing a similar journey for all of our customers, regardless of size. But we know that at a certain level and threshold, it's impossible to do that with a lot of human involvement because you're not going to staff the same resources if the ROI isn't there. So, the first thing that we're doing is, we took our journey and we started to map out all of the steps and stages and milestones across the entire journey that we needed to automate. And so, it was that research and mapping exercise that we kicked off with because that helped us figure out then, tools, people, processes, all of that. So, it was mapping it out first.

Jeff: Love it. Yeah, I think that's great. I think about the, almost like MVP, minimum viable products, it is becoming or has become, or has been used big in terms of software development. I think about that as, for this customer journey piece too, just, what is the minimum viable product? And I use that term maybe in the sense of, what is every customer going to get as their digital experience? That's the minimum that anyone's going to get is, there's always going to be some sort of digital touch. We're leading them with these interactions, we're doing something there. So, yeah, that customer journey becomes important in that. I would say the one thing I'm thinking about right now is around self- service, a lot. So, and I'm thinking, how do we get information more readily at their fingertips? So, right now, I wouldn't say that we've got a great way that we're doing that. I think there's some good things that we're moving on. There's some great ways that we're getting in touch and engaging with our customers. But I think by and large, there's just more that we can do, especially in product, by driving, by using a tool like Pendo, WalkMe, Gainsight PX, whatever it might be. I just think, how... So to me, what starts to be, I guess, from the customer experience angle that I'm in right now is, how do we reduce friction in getting them answers to what they're trying to solve? And that answer might be a support question or that answer might be a best practice, or it might be a product specific question, but I just think about, how do we reduce friction and reduce time to their answers that they can actually move forward? Especially if we're going to be moving to a model where our human resources and our capital is being spent in other areas, then I want to make sure that there is a way for them to do that. And so, I think about that a lot, which is, how do we reduce that friction between all of our systems and tools? And then also, if we are getting them access to those things quicker, is there the appropriate documentation or language? Do we actually have the right answers on those platforms so they can get access to? So that's, I don't know. Reducing friction maybe is the thing I'm thinking about a lot, with that.

Kristi: I think, I'm taking the same approach. I'm thinking of it differently. Right? So, I've mapped out my journey first and the second thing I'm doing is figuring out what technology that I have or need in order to deploy that program. Right? So, now that I've got all my milestones mapped out, what does my tech stack look like to support the execution of it? Because it will all be data ignited, right?

Jeff: Yep.

Kristi: And then, executed by some means of technology. So, everything will happen because the data point tells us that now is the time or here's the thing, and then we got to make that a reality. So, the execution of that through our software. So, we know that we're using... We've got Gainsight to help us do a lot of that. We talked about Gainsight PX, you just mentioned that. So, we'll be using that to do in app. We've got it to do kind of journey orchestration of different milestones. We're also using our marketing software, Pardot, which is what we use instead of Marketo, which seems to be a bit more common. But we're using kind of an auditing of our technology that, what we have in place today that we can use to make that a reality, as well as our kind of applications to collect data and insights to again, surface and sort of bubble that up to our customers. So, I think very similar on my part too, to yours.

Jeff: Yeah.

Kristi: I'd say the third thing that we're focusing on once we get past technology, is more on the communication of it. So, now we're trying to map out, what is the internal communication? So, we're not even at customer communication, but now that we've started to knock this out, and we've said that this is a thing that we're going to do as a company. And I do the mapping of these things first, because I want to be able to provide the team with some idea and vision of what this will look like and how it will impact their day to day and how we're going to plan to execute it. So, that's why I do the first two things before, but that internal comms piece is super important because it does impact a lot of people, right? Or maybe a handful of people, depending if you've got a few resources, but they need to know how their job is going to change as a result of all this automation being built out.

Jeff: Yeah. And I love that focus on the internal communication first, obviously, because we need to be able to communicate that with our internal teams about what the expectations are, what's the verbiage we're going to use? I think getting clear and consistent on, one, what's happening internally first, can only... The employee experience is going to drive the customer experience. So, getting clear on that. I also think, obviously coming after internal communication is going to be the external piece, and I think that's the one that everyone tends to focus on a lot, which is, how do you make sure that customers don't feel like we're taking something away from them? Or how do you make sure... And you kind of word it in a way that doesn't... Hey, you might not have a dedicated CSM. That sounds really scary to tell a customer. What's the verbiage you're going to use? How do you do that? And so, I, after the internal communication and the external piece to me, I think there's got to be some authenticity and trust in that that you kind of build with your customers around, hey, we're... And that's where I think the self- service resources come in a lot, which is, hey, we're getting you access to information. We're thinking about the experience and journey you're going to have. We're getting that more readily available to you at your fingertips. And so, focusing on those aspects about how we're making it easier for them to get the responses, get the answers that they need and not necessarily focus on the one- to- one. I also think too, though, the interesting part is, that we're thinking about a lot, I guess, as we go to this external communication too, is how we're actually bringing peers together and how that can actually be beneficial. Obviously, we're a community company. So, how do we bring peers together as part of our ethos. But I think making that also a center of our message is going to be pretty interesting because I think that's also one of the things that we've heard the most from our customers is, we actually learn a lot and learn best from our peers, how they're implementing the software, the challenges, the opportunities they're going through. They just enjoy connecting with one another. And so, I actually think it's going to be a positive for us to really hone in on, which is, hey, we're going to introduce more programs that are peer to peer driven, that are peer led. And that's actually going to be a way that we can also kind of roll out more of our kind of pool, the one of many approaches is that we're kind of tapping into something that they've already told us. So, I think we get a benefit in that. I'm not sure every business has that benefit. And so, that's something that we're focused on a lot right now is around this external communication. What's the verbiage we're going to use? How are we going to present it in a positive light? And make sure the customers are focused on the outcomes, which is more about helping them achieve what they're trying to do. And that it's less about having a dedicated person and more about, we're helping you achieve those outcomes no matter what it is. And this is this type of experience is actually going to be a better one for you.

Kristi: Yeah. I mean, I think that, that's super important. I think one thing I would do before my external comms is probably build out my processes. Maybe build it and then they will come. I don't want to communicate anything that I'm not ready to support, but following the build, I do believe that the external communication is pivotal. Right? And the way I see it is... And why I think that we're moving this direction anyway, is because it is better for our customers. It is a better experience. Right now, the team that we've got, we've got three people staffed against 2, 400 customers on our long tail. Right? So, you have to imagine, the experience for our customers is suboptimal.

Jeff: Yeah.

Kristi: Right? And it's the most reactive thing you can ever imagine. It's very heavily commercially focused. There's very little doubt of you being driven to these customers. So, we only see this as a net positive. Outside inaudible person name, by name, that you can reach out to. I mean, that's the only difference, but in this case, we are going to create an email alias that maybe we give this person a fictitious name and maybe it's like Bob, right? Whatever the case may be. If you need to humanize it and create a person. The idea there is that they email into an alias that almost feels a bit pooled, almost like tech support. And it can be powered by Zendesk, which is what we're considering right now, is what is the technology to power that inbound communication from our customers. But it's really... It's the management of that. And because we're going to have multiple resources staffed against that inbound communication, it's going to act like that concierge, but we're going to be more timely in our responses because we will have more systems in place to disseminate information. We'll be able to categorize things. We'll be able to respond better, faster, quicker, with better content and context. So, I only see this as an upside for our customers and that's the way we're going to drive it. Right? We're doubling down on all of the resources to support their journey. And even though it is a little bit of a, help them help themselves, probably more so than it had been in the past. We will also be sure to communicate that, should you need a resource, we are here. Right. And we're going to use data to make sure that we know when to proactively intervene also, which is something that we're probably not doing a lot of today because we'll be able to use that data to power, when somebody on our team should be reaching out to a customer.

Jeff: Yeah. I love that point, too. I think we're almost in the same boat where I think we have a suboptimal and a long tail already. So, anything's actually going to look at as net positive for the most part.

Kristi: Yep.

Jeff: And so again, I think it's net positive and then focusing on how this is going impact their... At the end of the day, it's not really going to be any worse than what they've got right now. And so, yeah, I agree with that for sure. The other part, and just like you mentioned earlier, I love the way that you actually use data ignited. The other part that I'm really trying to help our teams think about and focus on as well is how, again, we've got a product that can do a lot. It's very robust and it can pretty much do what we need it to, or do what you want it to. But I also think, there's some... How can we get that very into a simple term? How do we actually make that simple in the sense that we should be identifying... And I think this is where you're going with some of the data piece, right? We should be identifying a couple of core themes or areas that they should be engaging with in the product and when they're not, how do we surface that very quickly to say," Hey, we've noticed you haven't done X, Y, and Z in the last couple of weeks or months." We know that, that's going to be detrimental to you as we go forward. So, how do we get you in there? Here's why you want to go do that. Here's some training about how to go do that. Here's a guided tour on how to go do that. Right? I think the whole idea of just getting some of this data at the fingertips and driving that experience, I think to back that up even a step further, or back it up a step, I think some people get lost in the data sometimes, right? We have all this data that we should be using and it needs to all be correlated and connected, which I agree with. But at the same time, sometimes there's a pipe dream because it's never going to happen. So, I also just like to start with, we've got admin level data right now, how are we just going to drive that experience? We know you're not doing automation rules, which is a big, powerful part of our platform. We notice you haven't done that yet, or you haven't updated one in weeks. How do we surface that? And to me, going back to the word you used earlier, data ignited, we could ignite some sort of value that's just off of that one little piece of data and it's not going to be revolutionary. It's not going to be changing the world, but it's just going to impact that person slightly, where they just now have got a little bit more of a positive experience because they're like,'Oh, I should be using automation rules and I'm glad they gave me the Reinder and now I've got something that I can actually action off of. And that's where I think those valuable moments start to add up over time, if you can do those in a good way.

Kristi: Yeah. I think what's important too, is we're all figuring this out, right? It's also figuring out, how you're measuring the success of the program. And so, to your point, right, if you're using this data ignited approach where you're having technology, power some activity that's going to impact your customers, are they actually doing what you need them to do? Right?

Jeff: Yes.

Kristi: And making sure that you've got a mechanism to track that because at the end of the day, if you build out this whole program, but the customers are not behaving differently as a result of it, then you're where you were before, only you've now deployed a lot more resources and time against it. Right? So, you've got to make sure that you understand, what are the behavior changes that you need to see in order to measure the effectiveness of it. And that's what it's got to be. Right? You don't need to see internal metrics, you need to see data behavioral changes for your customers. Right?

Jeff: Yep.

Kristi: So, I think it's good to map that out as well, as part of your program, is not only figuring out, what it is it that you're mapping? And how you're going to deploy it, communicating that. But also making sure you are very clear on how you're measuring success and impact of the whole new model.

Jeff: Yeah. And I think this actually goes back to your customer journey aspect. Because I think one of the things in the journey should be some of these milestones that we know customers should reaching, within the product or within their... For us, in the community, right? There should be community milestones that we know that they're reaching. And if they're not getting there, then that's a clear way that we need to be measuring why they're not getting there and then that's where delivering some of the value. So, the other point, which I find very interesting as well. There's not a lot of writing on actually deploying pooled CSM models and actually, tactical level, actionable level detail about this stuff. I do a lot of Google searching and I look... I mean, you and I, you might actually have stuff. I don't know. You might have pulled some stuff from other people, but I look on LinkedIn a lot. I look in a lot of places and I am just shocked at how little there is about people actually going to implement this type of strategy. There's not a lot of documentation about it, which I think is interesting. Because I think we talk about it a lot, but it just doesn't seem like people actually go to do it, maybe.

Kristi: No, I'm going to task us with making sure that whatever we put together in 2021, let's document all of our stuff so we can be that resource for the community because I agree that I haven't seen anything out there, I'm kind of just doing what I think is right. And it feels right and it sounds right, and everyone seems to be on board with what I say. So, I'm going to use that as my point of validation, but we're going to build it and we'll iterate as needed. But I think, let's make that the mission for you, me and Jay, and pump that into the community. Because I do think it would be an invaluable resource. We can talk about this until we're blue in the face, but I do think that people need a blueprint, hence our podcast name. They need a blueprint on, how do we go and do this successfully? Right?

Jeff: Oh my gosh, I love that you just made that connection. We should come out with the J, Jeff and Kristi blueprints for topics that we come up with.

Kristi: Yes.

Jeff: How great would that be? I love it.

Kristi: We're probably documenting this stuff anyway, somewhere in our LMS system internally. We've got to get that. So, we've got to take our internal comms, package it together, let's brainstorm on some stuff, rip it and then put it in the community. Because I think that those are the types of things, at least from what I'm hearing, that's what everyone needs. Right? They are really struggling because they don't have a framework that they can execute against. And listen, you guys were consultants before this. So, no one knows better than you on how to build a tool or framework that can be inserted anywhere.

Jeff: Jay's the king of them. Jay's great at consulting, kind of presentations. We're great at that. Awesome. Well, I know we're out of time. So Kristi, this was fun. This is our first one together.

Kristi: Yeah.

Jeff: Knocked through some churned accounts and thinking about how to move resources around and then knocking out on some... Knocking out on some? Rocking out on some. Somebody asked just for our 2021 plans around executing pooled CSM and getting some more self- service resources. So, I don't think we'll be back next week. I think when we back in 2021. So, it was nice to know you in 2020, and we'll see what you're like in 2021.

Kristi: I'll be better and smarter and probably less stressed.

Jeff: Yeah, definitely.

Kristi: These are goals.

Jeff: I'm definitely going to be... I'm going to be thinner, I'm going to be a better version of me. Everything in 2021 is going to be looking better.

Kristi: So much better.

Jeff: All right. Well, talk to you again soon, Kristi. I'm sure we'll talk before the new year but happy holidays and we'll do this again soon.

Speaker 1: Hey, guys. Thanks so much for taking the time to listen to the Gain Grow Retain podcast. If you liked what you heard, please take a moment and share the podcast with your friends and colleagues and subscribe. We really appreciate it. Talk to you soon.

DESCRIPTION

In a weekly segment we've asked Kristi Faltorusso, VP of Customer Success at IntelliShift, to join us as we tackle Q&A that comes Inbound.  

Our goal: to give tactical, direct advice to customer success leaders. 

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If you want to join the discussion with thousands of other customer success leaders, join Gain Grow Retain: http://gaingrowretain.com/

This podcast is brought to you by Jay Nathan and Jeff Breunsbach...

Jay Nathan: https://www.linkedin.com/in/jaynathan/

Jeff Breunsbach: https://www.linkedin.com/in/jeffreybreunsbach