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Healthcare Staffing Platform:
250 customers – $40M
Team
- No defined roles or career trajectory
- Ambiguous targets with no tracking visibility
Tools
- Incomplete CRM
- No defined templates or communications
- No defined playbook
Clients
- No defined cadences
- No proactive consultation
- Limited executive engagement
Action
- Developed CSM career trajectory and defined each role within team
- Established a clear path to growth and retention with clear/obtainable/challenging targets and transparent reporting
- Aligned with Sales Ops on CRM formatting, key objects, fields, and reporting for CS (Health, QBR, Audit, Billing, Revenue, Industry, Churn, Business Type, etc)
- Developed, rolled out, and executed on Customer facing templates and communications
- Developed, rolled out, and executed on CS Playbook
- Developed qtr/annual cadence planning
- Worked to develop TS team and platform to enable customers direct access to ticketing and TS resources (removing CSM from TS process)
- Established campaign to capture key Exec Sponsors for top 20% accounts
Results
- Increased Retention Revenue by 3bps (94% to 97%)
- Hit growth targets (90+% Attainment)
- Managed churn to less than 6%
- Improved CSM Proactive Productive time by 50%
- Increased Adoption:
- Engagement (+15%)
- Conversion (+20%)
- Response (50%)
Field Service Software as a Service:
25 customers – $50M
- Worked with an established firm that was working through challenges in the CX, and establishing new processes and templates
- However, the new customer onboarding process was broken; manual emails post-signature.
- Manual follow up with next steps, inconsistent branding and messaging
Action
- Created standard and branded template for first touchpoint after contract signature
- Set an automated delivery of the template from CRM once opportunity marked Closed Won
- Developed and aligned communication flow, branding, and message for each step following initial sale confirmation email; included next steps and direct links to key platforms (support, community, build and test places
- Worked with Marketing and developed a Welcome Packet to finalize new customer onboarding; included next steps, key links, and key aspects of the company and offerings
Results
- Improved NPS and CSAT (3-5 points)
- Streamlined handoffs and team introductions
- Increased customer confidence
- Set a firm foundation for onboarding go-forward
Field Service Software as a Service:
15 customer – $5M
- Joined a start-up SaaS company to build CS Org and take it to the next level
Action
- Developed team and the CSM role (RACI, Job descriptions, role definition, career growth)
- Drove a “Customer First” message and mantra for the company
- Engaged customers for support and feedback
- Streamlined Onboarding process
- Developed Customer Lifecycle with critical milestones and key touchpoints
- Developed a full arsenal of tools (Success Plan, QBR, Updates, Reporting, Comms)
- Integrated and launched a CS platform (admin, health, transparency)
Results
- Improved retention by 5%
- Improved time to market by 56%.
- Improved user adoption by 65%
- Increased retention to 90%
Customer Feedback Platform:
435 customers – $40M+
- Came into a situation where the Customer Success organization was heavily focused on growth and renewal.
- The current state was that quarterly customer churn was over 20%, and the quarterly net growth was just over 10%.
Action
- Analyzed current CS team, their skills, roles and responsibilities
- Developed a strategic approach to Customer Success (i.e. relationship development, strategic planning, KPI tracking, delivering outcomes and ROI)
- Identified top players with best renewal and growth numbers
- Created account management team from top renewal/growth performers
- Set appropriate targets, incentives and comp plans to reward retention performance
- Trained team on key aspects of customer success
- Developed templates and tools (i.e. Success Plan, QBR, Monthly, Email) to effectively communicate and collaborate with customers
- Leveraged CS platform to monitor customer health, assign Calls To Action, and track detailed user adoption
Results
- Gross Retention: from 78% to 90%
- Net Retention: from 112% to 120%
- Adoption: from 65% to 80%
Field Service Management Platform:
15 enterprise customers – $35M
New CS team with limited tools, working with large enterprise customers
Managing low retention rates and NPS
Action
- Engaged enterprise customers to capture feedback
- Identified key areas for improvement (communications, single point of contact, reporting, ROI, planning)
- Established RACI to identify key personnel and what they were responsible for and accountable to
- Established CSM as the “hub of the wheel”; leader of the enterprise account team, owner of the customer health and success; everyone owned the CX
- Developed tools for CSMs to engage customers (i.e. Success Plan, QBR, Monthly, email templates, reporting)
- Established customer lifecycle with engagement touchpoints, and key milestones
Results
- Increased Adoption 22% (70% to 85%)
- Increased QoQ adoption by 30% for new rollouts
- Increased overall retention 19% (80% to 95%)
- Improved NPS score by 20 points
Home Services Management Platform:
- Came into a process within the call center vetting process that was manual and separate from the CRM.
- Too many manual touches and room for error. Created mistakes in the CRM, required too many resources to ensure quality and efficiency.
- Was not working well to ultimately deliver a quality user and customer experience.
Action
- Implemented and successfully piloted a streamlined system of entry into CRM
- Introduced process and trained a select pilot group of agents
- Tracked pilot progress daily for two weeks
- Reported progress to executive leaders on a weekly cadence for 30 days
- Rolled process into group segments over a two month period
Results (Areas of Improvement)
- Time to Entry (from 1-2 days to within 2 hours)
- Time to Market (from 2-3 weeks to 1-3 days)
- Quality & Accuracy (from >3 errors to <1 error)
- User Adoption (from 50% to 75%)
- Retention (from 70% to 85%)
- CSAT (from 6/10 to 9/10)
Foodservice Procurement System:
- Acquired a client that was leaking revenue in their inventory and was unable to identify the leak or root cause
Action
- Extracted raw purchasing and inventory data from system
- Conducted an analysis to identify gaps, anomalies, and trends
- Provided plan and status reports throughout the project to the client CFO and team
Results
- Uncovered a small revenue loss due to consistent purchasing errors
- Made recommendations to help rectify and re-coup revenue with a slight shift in buying behavior
- Uncovered $2M opportunity to leverage rebate programs on current purchases and recommended behavioral shifts
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