Case Studies / Projects

Revamping Customer Support

Improving Response and Resolution times

Taking over a customer support team of just 4 agents (down from 7) was a challenge. The team was struggling with a massive backlog, unclear processes for complex requests, and sluggish response times – an average First Response Time (FRT) of 5.2 days and a Time to Resolve (TTR) of 6.1 days.

Key Steps

  • I started by collaborating with the team to identify major roadblocks. A key issue was a constant influx of redesign requests, which took significantly longer than standard cases and arrived unchecked.

  • I addressed this by creating a dedicated process for redesign requests. This involved collaboration with other support tiers, account management leadership, and our Director of Pricing to define the request process, pricing structure, and required information. This included a new routing path for customer requests and equipping the account management team with the necessary information.

  • To tackle the backlog and improve daily efficiency, I implemented a new case workflow. This system prioritized tasks that directly contributed to company goals while ensuring excellent customer service. The workflow provided the team with focus and freedom while allowing for dedicated time to handle complex projects like redesigns.

  • Finally, I built a reporting system in Salesforce with a user-friendly dashboard. This dashboard displayed key metrics in a prioritized format, allowing each agent to monitor their workload and company goals daily.

The Results

The impact was significant. Within a month, FRT dropped by 20% to 4.1 days. By the three-month mark, FRT had plummeted by 77% to a blazing 1.2 days! TTR also saw a dramatic improvement, dropping by 42% to 3.5 days. By focusing on process, collaboration, and data-driven insights, we transformed the customer support experience.

Streamlining Onboarding at Tebra

A 45% reduction in time to launch

At Tebra, I joined the Onboarding Design team tasked with tackling a lengthy website launch process. The average time to launch (TTL) from a closed-won contract to website launch was a staggering 48 days.

Key Steps

  • Armed with data on designer workload and customer feedback, I analyzed how designers were spending time on tasks like revisions and new website creation. Customer feedback also revealed a desire for more direct interaction with designers.

  • To address the feedback and improve information gathering, we implemented “design consult calls.” This allowed designers to directly connect with customers and gather crucial information, eliminating reliance on dated pre-filled forms.

  • The data showed many revisions stemmed from minor details. To address this, we introduced “design working sessions.” These collaborative calls allowed designers to work directly with clients, completing small tasks on the call and reducing revision time. We also leveraged Gong to record calls, providing transcripts and timestamps for easier reference.

  • To ensure consistency and quality customer service, I established a call audit process. This ensured all designers, onboarding managers, and content managers covered necessary topics while maintaining a high standard of service.

The Results

The impact was significant. Revisions per project dropped from 4 to 1, and the TTL (Time to Launch) plummeted by 45% to a swift 26 days. This not only accelerated revenue collection but also sped up value realization for our clients.

45%

Strategic Migration for Revenue Retention

To address declining retention rates among Tebra’s Practice Growth (PG) customers, a strategic data-driven initiative focused on retaining high ARR (annual recurring revenue) accounts. By identifying top customers using the older Atomic platform with upcoming renewals, a customized migration plan to the Site Creator platform was devised. Through a streamlined project management process and coordinated cross-functional outreach, we successfully secured critical renewals and prevented churn.

Key Steps

    • Analyzed Tebra’s customer data, segmenting accounts by their platform usage (Atomic vs. Site Creator).

    • Identified top ARR customers with renewals in the upcoming quarter.

    • Designed a comprehensive migration plan, covering project management, site creation, quality assurance (QA), and domain assistance.

    • Ensured each step was optimized to meet customer needs and maintain high quality.

    • Collaborated with Product, Cross-Sell (X-Sell), Customer Success Management (CSM), and Account Management teams to craft outreach messaging.

    • Pitched a complimentary redesign as part of the migration offer to enhance customer retention efforts.

    • Targeted 7 high ARR accounts with personalized outreach and the offer of a redesigned platform experience.

    • Worked with teams to execute the migration within a rapid 6-week timeline to meet renewal dates.

The Results

The targeted migration and redesign strategy resulted in securing renewals for 4 out of the 7 targeted accounts and successfully saving 3 additional accounts from churning. In total, these retained accounts represented $275,000 in ARR, enabling the PG division to exceed its forecasted churn revenue target and achieve positive retention results for the first time in over three quarters.

$275K