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But it also really depends on what your focus is. It depends on what part of the customer experience you're on. Is this part of sales? Is this part of customer care? Is this part of tech support? Those vary because a sales key figure might be revenue per call. It might be a conversion rate. There are different elements, and it just really depends on what your core focus is for that part of the customer journey.
Interviewer: Thanks. We had a question that came in during registration. I'll pose it to both of you, but I think it's appropriate for this portion of the conversation. The question is, my team is currently focused on tracking 10 metrics. Is that too many, or is that not enough?
Navish: You can certainly try it. I think it depends, right, on a lot of things. My experience has taught me that simplicity helps in most cases, and I've seen that have a lot of success. A good example is one of our clients has a really clear focus where they want the best outcome in CSAT to ensure the best outcome in NPS.
They actually moved away from CSAT to focus on DSAT, or dissatisfaction, first because their whole strategy was let's eliminate DSAT and all that remains to be CSAT. But as they used analytics and dug down into that, they understood that resolution was a key component of that, that actually repeat call rate was the biggest driver. They kept moving back up. But they stayed focused, they changed and pivoted. But they stayed focus on a more singular set of metrics to ensure the outcome that they want.
Interviewer: Got it, got it. Abhi what's your perspective?
Abhi: Yeah, I totally agree with Navish, it really depends. In my experience, you can have too many or too few. If you have too many, basically you're focused on the ones that are most important, and you let the other ones fall by the wayside because ultimately they just show that they're not as important to what you're trying to achieve, or if you have too many it could be you end up focusing on the tyranny of the urgent.
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You get one metric up and the other one down, and you have got to figure out which ones we want to influence the most. It also depends on what you're trying to measure. If you're just trying to measure and keeping things simple as Navish mentioned, that's the best approach. But if you're trying to look at the customer journey across everything that's going on from the customer experience, you might have more than 10. I think it does matter. There should be balance, but keep it as simple as possible.
Interviewer: Okay, thanks guys. Let's jump to the next area of the conversation, and it's around data challenges that are common for hyper growth brands. Navish, I'll come to you first with this one.
Navish: Sure.
Interviewer: What are some of the challenges you've seen when it comes to analytics and BI for these hyper growth brands?
Navish: Yeah, it's a good question. If you just think about hyper growth, it's really a culture of bringing on customers at this white knuckle pace to begin with. It reminds me of that classic Lucille Ball candy conveyor belt seen. It's just we're going so fast. We're just bringing customers in. You have to have the ability first to get your arms around that customer experience and understand what the journey looks like so that you balance bringing in the customer with your ability to retain the customer.
I really like what our global head of customer success and business insights said, and she'll recommend resolution metrics like issue resolution, or more appropriately first contact resolution, because it does two things in that scenario. One, it's going to help control demand and reduce contact volume. But second is, as we just talked about a minute ago, issue resolution is at the heart of preserving a customer. When they contact you, you solve their problem. You get two things. You control the volume, and you retain that customer even as they're coming in so fast. I think that's a really good focus.
Abhi: Yeah, I agree. I agree totally with what Navish is saying. I would say, some of the pitfalls that I've run into in my experience is, is knowing what you're measuring and then verifying that it's accurate. Different people can have different interpretations of what you're measuring and what it means to them. If you clearly define it, and then you're tracking it, and then you're verifying that what you're tracking is actually the right measure, and it's the accurate measure, then it won't be misleading, and you won't have confusion in what you're communicating to the organization about the customer experience.I would say that's probably one of the major ones.
Interviewer: Sounds good, sounds good. Guys, we set the table. So far, we've talked a little bit about metrics that matter, some of the challenges that hyper growth brands face. Let's jump into how to measure and act on these data insights, and whoever wants to respond to this first, feel free. What do you think is the proper starting point to make effective data driven decisions?
Abhi: Great. I'll just start by saying you need to know what the mission, vision, and values of your company are, and then make sure that your metrics are aligned to that in terms of your growth and customer experience. You could be measuring or tracking the wrong things that don't align with where the company is going. In, in my mind, that would be a misdirection or failure. As long as what you're doing is consistent, and what you're measuring dovetails into the mission, vision and values, then I feel like everybody will be driving to the same goal around customer experience and success.
Navish: Abhi, I couldn't agree more, that is so well put. I think having that, not just corporate alignment, but brand alignment is important, because as a BPO we endeavor to be a true extension of that brand. The more we understand our brand, our clients' strategy and really the why behind the metrics we're chasing and understand them, it helps us so much. I think we're really good at teaching the what and how. I'm seeing a lot of partners get a lot better teaching us the why and making sure that is we are aligned, and it does cascade down. I think that's really important. That's a great one.
Interviewer: We talked a little bit earlier as we were preparing for this about customer effort. But Abhi, maybe you can touch on the importance there.
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Abhi: Yeah, I think customer effort is definitely trending in the industry. If you look at different trade publications, or digital publications, TSIA is a good one, they'll talk about customer effort. In my estimation, customer effort is reducing the friction it takes for a customer to interact with your business, your company, and getting the information or assistance that they need with the least amount of effort possible to make it easy and simple for them. In other words, from a support perspective, if we're really focused on customer effort, we want them to be able to submit their incident or ticket or whatever assistance they need. We're going to call the system that we use, and ensure that they submit that one time, and that we do all the effort.
We take on the effort as a support organization to make sure that we're following up with the customer regularly, giving them the updated action plan, etc. so that they're not having to continually ping us or reach us, or reach out to us for, hey, where are we going? When is my issue going to be resolved, as Navish talks about the resolution metrics, which are very important, but the least amount of effort possible is the best customer experience.
Interviewer: That sounds good, and -- oh go ahead Navish.
Navish: Yeah, I just wanted to echo that because I think, Abhi, you do such a good job of framing that up. I think customer effort is key. Now I'm acutely aware of when I'm in a situation myself as a customer, when I'm required to do something that I perceive I shouldn't be required to do, it is frustrating. But I think the one case we always think about too is when you call and you're entering information, my account number, my information, whatever, and you finally get to that human, and they ask you to repeat all that information.
That's poor effort. Those are areas that need to be improved, and it's good that we're just more aware of how the customer effort is really, really important, so thanks for bringing that one back up. Interviewer: Yeah, no, no, you're welcome. Then, Navish, when we are first engaged with a hyper growth brand, and they're drilling through the data points that they should focus on, how do you help them narrow their focus to an individual data point or a shortlist of data points?
Navish: It starts with what we were just talking about a minute ago is. What are your company's core values? What's the strategy? How do you value support? How does your customer care, customer support, and sales organization support that? Then what are the metrics that are relevant? What I tend to recommend and look for and strive for is what is the North Star? What's the metric that we're all marching to that at the end of the day. We know this is going to add the most value to the brand. I think having a clear understanding of what that North Star is helps a lot. I think it helps align us, again, we're trying to be an extension of your brand. Having that understanding is really valuable.
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Interviewer: Abhi, in your opinion, what is the importance of this? Abhi: The North Star is where do you want to get to? Where is the journey that you're on as a company going to take you that you feel like this is the best experience possible, and this is where we need to arrive. In other words, the journey of a thousand miles starts with one step. It's not where we want to be today. So how are we going to determine what metrics that we're going to track, and what are the iterations and the goals that we will set in order to get us to where that North Star is.
You may be looking at different metrics initially and then change as you get through your plan and understand, well, maybe, we should focus on this other area that's important and review these things quarterly and set your targets accordingly to say, starting here, this is where we want to be. Here are the metrics we're aligning to. We may take one away, but ultimately you want to get your journey to where you want to end up, especially for your customers. Ultimately your customers will tell you if you've arrived in that sense.
Interviewer: Thanks, guys. Just to pause for a minute for our audience. If you have any questions about identifying your North Star, please feel free to submit those now. We'll respond. I'd love to hear your thoughts here for those of you who are perhaps struggling with finding what that single data point should be. Next question for you guys. When you think of solutions, BI solutions for hyper growth brands, any advice on the types of solutions they should be leveraging?
Navish: Yeah, I'll start here. Well certainly you want a BI product that access your customer service application's data store. And you also want one that can mashup up this support operations data with other data in your company such as finance and marketing. You also need to bring in supply chain data such as inventory and backorder times.
Our BI analytics platform does all this naturally. We also leverage things like complexity studies, value stream mapping, solutions like that to help drive customer solutions. Complexity studies help us understand which of these interactions can we potentially move over to self-help or automation? Which of those can we offer to a population that requires less training versus those that are more complex, they need to be retained with higher skilled or higher tenured staff.
Then you look at value stream mapping, where that can be a very large process like a SIPOC where you look across everything, but we actually collapse that down to even just looking at a call flow and looking at what are the elements of a call that aren't adding value and eliminating those to make that interaction more efficient and more valuable to the customer. What you do is you make it more efficient by reducing the time it takes to help the customer, and it's a better experience. Using those BI analytic solutions to mine that data and find out how we can help.
Abhi: Yeah, and I'll add from my experience, there are different things that you can track from a metric standpoint, that is important for the customer experience. One is a near real time view of what's going on with the customer, at any point in time. I work mostly on the support side, so in other words, how quickly are we picking up tickets or issues to respond to customers as quickly as possible? What is our responsiveness time? What are we doing? How long is it taking us to get an issue resolved? First time or first touch resolution, and some of that you can pick up right on the fly, and you can manage it. For instance you might have Zendesk feeding near real time information to get a good sense of what's going on with the customer experience throughout the day.
But then there are the lagging indicators that you can look at in terms of what is the customer effort? What are the customer satisfaction results? What are the data points that you will track and then analyze afterwards? There are different BI tools out there, depending on what you want to use. SQL Server is good, if you want to use that as a platform for data. InetSoft is great if you want to use a platform for reporting. But all of those, depending on where you're at, and what your budget is, will help you understand what you're going to select. But also, you need to have really good data analysts, people who can help analyze that data and make sense of it for you so that you're looking at the numbers and making informed decisions based on the data that you get.
Interviewer: Thanks. You know guys, one of the often overlooked data streams that we haven't talked about yet is social. Any thoughts on how to leverage the data that's coming in via social channels? Abhi: Navish, go ahead.
Navish: I like how you framed up social media. It's a listening system, and customers are always interacting with you whether you realize it or not. Using social media as a great way, as a useful way to interact with your customers is really important. But I think you have to have a thoughtful strategy of how to listen to them, and how to respond to them. Now, InetSoft has a business intelligence platform.
We're able to do that. We're able to scrape all the different social media platforms, look at how your customers are interacting with you, what they're saying that can provide those insights. We can even manage those interactions directly from that platform. But I think regardless of what platform you're using, I think it's important to connect with people on these social media platforms and not set them aside. It's something where people are certainly a lot more prevalent today.
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Abhi: Yeah, again, correct. On the social listening system, it's really understanding the temperature of what customers are telling you about your product or your services. A lot of times we all gravitate to the negative. We want to understand what the customer experience is. They'll tell us very loudly when something's not working, and that social listening system can help us identify those areas, and we can go after them depending on what the issue is, and how quickly we can respond.
The other piece is using that social listening system to celebrate when we're doing things right, and saying, hey, we're moving in the right direction and customers are telling us that. It's a good indicator to help us get that temperature and say, okay, great, we're heading in the right direction. Customers are telling us that, and then all that helps with branding. Obviously, we want to be able to reinforce our brand and communicate to customers all the things that we're doing, and to have a positive impact on their experience and they'll tell us through the social media channels that were monitored.
Interviewer: Yeah, thanks guys. I'd love to for a moment, Navish, if we could just drill in on one of the solutions or types of solutions that you referenced earlier, the solution is value stream mapping. Give our audience an understanding of why a fast growing brand should engage in a value stream mapping exercise?
Navish: Well, so there's a lot of different uses to that. From a macro view it can be organizing the entire customer journey. You take a SIPOC view of something. I think that's really useful. Back to the point where customer growth is so fast that getting your arms around and understanding what the intended customer journey, the intended customer experience can look like, can reveal what are the elements of the journey, current or future, that are valuable and which are maybe not so valuable. What are the things that are a waste that we want to pull out. The example I gave earlier is it can be taken from that macro view to a micro view. We're looking at individual interactions. You can use that same process to eliminate waste from any type of workflow to have a more efficient and productive experience.
Interviewer: Thanks. Just out of curiosity, and we didn't talk about this as we prepped, but Abhi, and Navish, when you're first engaging with one of these hyper growth brands who perhaps has not followed the advice that we're giving now. What is the reaction typically after you've compiled all this data? Are they defensive about the information that they've uncovered? What sort of responses do you usually get?
Navish: Gratitude, yes. That's the best part of this job candidly, especially for someone who's been in client services and my counterparts and client services, can tell you, that's where we want to be. It goes back to the whole purpose of sharing the why behind what you're trying to do and helping us understand so that we have full access. We were able to get access to data. We're able to analyze it. We're able to impact your business in a way to help you grow, to help you remove cost, to help you learn something about your customers, help you increase loyalty. Customers react with great gratitude. It's the best part of this job. It really is.
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Interviewer: Awesome.
Abhi: Yeah, and in my experience, it's more about the ah hah moments where you show them the information, you show them the way in a sense, and they say, wow, I wish we would have thought about that differently, or I wish we would have done something differently, or I wish we would have taken that route. It helps them have those conversations where they need to take them up the chain, to say hey, we need to pivot on a few things and set the course for direction so that we can drive the right and best experience for our customers.
Interviewer: Thanks guys. Then just one more question around KPIs and how they've evolved over time. Abhi, I'll come to you first with this one. What are the go-to metrics brands should be using today?
Abhi: There are several, obviously some of the things that we mentioned. But one of the metrics that I think is important that we typically avoid and, again, it's really around looking at the entire customer journey in their experience throughout their interaction with us. Looking at how the customer starts by going to our web portal. Are they getting the information that they need? Are they able to interact with us as smoothly and seamlessly as possible?
Are they getting the service that they need from us from that standpoint? I think customer effort is something that needs to be on the radar for a KPI that needs to be tracked. Not many companies, from what I understand, not many have implemented this yet for customer service and support. I do think you'll probably find that the sales team innovates more on the customer effort aspect just because they're trying to generate that pipeline, which is valuable for any company.
Interviewer: Navish, what are your thoughts?
Navish: I think that KPIs have evolved. I think I've seen more differentiation in channels in how we interact with customers, and that's just changing demographics, technology, things like that. We talked about social media a minute ago. I would prefer to be on chat all day long because I can be solving a problem in the chat, and I could be multi-tasking. I've seen more evolution I think in channel experiences than the metrics. Some of the key metrics are pretty consistent today with what they were 10 years ago and so, I'm not seeing a big change in metrics.
Abhi: I'll add a couple more thoughts here, as I think about it. One is, I think, especially from customer service and support, that's where most of my experience is, the key metric is that time to resolution. I know Navish referred to this earlier in resolution metrics. But I think the best experience possible when a customer has an issue is going to be, one, what's the fastest response and resolution that we can provide. Customer satisfaction will always be high depending on how quickly we can resolve the issue. It tends to taper off and go lower, the longer it takes for us to resolve it. What are we building within our teams to get that quick customer resolution to their issue? To me, that's one of the key important ones that we need to look at that will help.
Navish: Most of support interactions are outcomes of an unattended customer experience, if you really think about that. Ultimately, it's the same today as it was 10 years ago, as it was 20 years ago when a customer contacts you, you solve their problem. That's it. That will do more good than anything else.
Abhi: Absolutely.
Interviewer: One of the KPIs that we have not brought up yet is DSAT. How important should that be to brands?
Navish: Yeah, I'll start here. I mentioned that before. We've got a client of ours. I'm very upstream in my nature how I think about things, so this really appeals to me that they trust the process of driving CSAT as an experience, by focusing on eliminating DSAT, so they focus on that. But their journey started with, okay, we're going to trust this process and set CSAT aside. We're going to focus on DSAT. Once they had gotten access to the data, looked at the analytics, they said that, hey, the biggest drivers of DSAT is repeat calls, and so ah hah, again, that's back to Abhi's, it's back to customer effort. I have got to do this again. Well, let's scrub, let's analyze, lo and behold, resolution is the key focus there. It's now focusing on issue resolution to eliminate recalls, to eliminate DSAT. That's the process, and they're trusting that over time through that process, what the outcome will be a great CSAT.
Abhi: Yeah, and I'll add for dissatisfaction, I look at that as an opportunity as another listening system. When you look at the feedback that customers will provide, it can be across a breadth of different things, it may not just be the support experience, that it took too long to resolve an issue. Obviously, you're trying to drive the resolution metrics. But it could be simply the product didn't work the way we wanted it to, or it didn't have a feature, so that's a way to provide feedback to product engineering to say, hey, can we change this to drive a positive customer experience? It could be that a customer had no other avenue to get something handled for them.
Let's say it was a billing issue, or it was a non support issue, that they gave us feedback on saying, hey, support was the only place that I could go to get help. They tried to redirect me to the right place, or they tried to solve it. I'm not happy about that experience. I do look at the DSAT piece where how can you manage out most of the things that you can positively impact then be the listening system for customers within the organization where you can influence the product teams or billing teams or the finance teams.
You can improve the overall experience just because you have the data. They're just telling you, if it's related to support, we know what we can focus on, pick the top things and get that DSAT number as low as possible to provide the best experience possible. We did, in some cases, depending on how you measure SAT. There's the top box, and there's the bottom box, and we don't even want to look at the middle box. That's the middle ground. That's more of a mediocre customer experience. So how can we move more of those middle boxes to top box in that sense.
Navish: Yeah, Abhi, I'll add in to that. It's an interesting discussion. I'd love to hear for people here on what their thoughts are because I've experienced a multitude of strategies. The same thing applies to NPS, there's a lot of people that said, hey, you can't move detractors, focus on the passives. It's interesting philosophy, whether you believe that or not or to, hey, do we want to focus on measurement of CSAT? Which is top box? Do we then work on the next two boxes, or do we work on eliminating the bottom? That's a philosophy and a strategy. I'd love to hear people's thoughts on that.
Interviewer: Yeah, well, that's a good reminder, first of all, please continue to submit questions. During that portion about KPIs we did have two come in. I'll throw them your way now. The first question is, how can business intelligence help us effectively manage large CX volumes?
Navish: Yeah, I'll start here because it goes back to the point I made earlier. When you're in that hyper growth state, things are moving so fast, narrow your focus, focus on resolution. First contact resolution helps you eliminate additive or repeat calls. It just helps you eliminate repeat calls, which helps eliminate volume, and it helps you retain customers because you solve their problems.
Abhi: Yeah I would agree, you have to be able to grow at scale. Typically the growth overruns your capacity, because you're growing really fast. The BI solution is going to tell you different things: what's the high volume low complexity kind of issues that we can solve through content, or that we can solve through automation, or that we can solve through making that information available to customers through another means, so that what you're working on are the difficult issues that customers can't resolve unless they have human interaction or interaction with your team.
You've got to be able to survive and look at what BI is telling you and then strategize around. Okay, so what can we do to help drive this experience so that we can focus on the top issues where our human capitals most invested, and we can use automation and content to help deflect issues with the growth so you can grow at scale.
Interviewer: Makes sense. Then one more question that's come in, it's around average handle time. The question is how useful is it as a metric these days?
Abhi: Average handle time is still a relevant metric. I know that when you look at a phone system, the traditional phone system, average handle time was a metric that was easily reported on. But I think even in today's world, when you look at how long it takes from the customer to submit a case or a ticket for assistance, and how long it takes us to get to that ticket, the more you can reduce that time and being responsive to customers, again, the better their experience is going to be. I think it's still very valid and relevant in today's world, and one of the things that we look at with Zendesk.
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Navish: Yeah, I agree, I think it's really relevant because, look, we're still in a model where, again, a lot of these interactions are happening or unintended parts of it experience. Efficiency is important, and it comes with a cost that we want to, I think, optimize or minimize as much as possible. But in HT, or Handle Time, this is important. HT is a metric you want to optimize. It's not one --- you can go too long for sure, right. But you can actually go too short and hurt the customer experience as well, and that's where that value stream mapping can be really helpful to help you optimize the ideal interaction. Let us eliminate waste and focus on what's the target HT. Let's optimize it. Think of it more as actual vs. optimal, as opposed to just, are we are we bringing down HT? I think because we have to understand what's the desired handle time? What's the desired experience supposed to look like? That'll be a good framework for understanding what the handle time should be.
Abhi: Yeah, you actually spurred my memory on something, Navish. I think as you measure, that you have to understand that customers will wait a bit longer to get to the right person that will solve their issue quickly. You have to measure and see what the right HT time would be, because again, you can make that very quick as Navish stated, but if you're not going to be able to resolve the issue or that issue has to bounce to someone else, it's only going to frustrate the customer. The sweet spot would be how we can get the right handle time and make sure that customer gets the person that will resolve or the resource that resolved their issue as quickly as possible then they'll be happier.
Interviewer: Yeah, thanks guys, and thank you for submitting a question. Please continue to do so. Let's jump into our final section of the conversation, and it is best practices for business intelligence for hyper growth brands. We'll start with you, Abhi, any key best practices that you'd recommend?
Abhi: Yeah, absolutely, and we talked about this a little bit earlier. I have 10 metrics.is that too many or too little? I would say focus on the ones that are most important. The terminology is don't boil the ocean. You can't do it all, right, focus on the ones that are most important ones. As your business continues to scale and grow, add the ones that continue to help solidify or crystallize where you're heading so that you're doing things in a in a very phased and planned approach versus we're going to have all these metrics, and we're going to try to figure out which one is going to be the urgent one of the day to focus on, that doesn't help your staff and it doesn't help where you're trying to drive. Be consistent in what you're measuring, and pick the ones that make the most sense.
Interviewer: Navish, what are your thoughts?
Navish: Having a set of KPIs and metrics which cascade from your core values and strategy. It's so important to drive alignment through a brand all the way through to your partners. If you can explain the why, help us understand how this is valuable to your internal core values, to your internal core strategy. It allows us to become a closer part of your brand and be more effective as well. I think that's really, really useful.
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Interviewer: That sounds good. Any advice from either of you about how to work with a BPO, how to work with a CX technology advisor such as Zendesk? Navish: Well, Abhi, I'll let you speak about Zendesk, and then I'll talk BPO.
Abhi: Absolutely. I would just say, one of the things that I think is a strategy for us, is really to come out and tell customers and tell the industry how we're leveraging our platform to deliver on what we do. I don't think we tell the story enough, and I think there's a lot of valuable information that says we are customer zero. We understand the experience ourselves and help to change the product we want to use that so that we can advise and help customers implement some of the same things that we've done for their success.
Stay tuned for that. It's something that I look forward to doing at some point. But we want to take customers through our journey and how we leverage it and be a trusted advisor for what they're trying to implement in their own companies was Zendesk.
Navish: Yeah, and I think for BPO, my advice is to find an experienced partner who can meet you where you are in your stage of growth, especially as a new economy hyper growth brand. When we started building our go-to market strategy four years ago, we had this vision of we want to build something that by partnering with us, your chance of success greatly increases. Your business plan is more likely to be successful, no matter where you are, whether you're a startup, whether you're kind of a mid tier disrupter or global enterprise operator.
I'm really proud of the fact that there are probably four brands in the last year that we're sole partners with that have gone public. I think it's key to find someone that understands where you are and has the demonstrated experience to go with you on that journey, not just at the beginning but as you scale. You need a sophisticated operator, experienced operator, when you scale and you become that global enterprise brand, you need someone that can go with you all along the way.
Interviewer: The question is has the BPO worked with non hyper growth brands who are more focused on labor arbitrage? Do they have experience working with hyper growth brands who know how to help scale a business? I think that's some good advice. One of the things we chatted about as we were prepping is the importance of channels and how to prioritize channels and evaluate the data that you're receiving from those channels. Abhi, you want to talk about that a little bit?
Abhi: Yeah, absolutely. In today's age there's so many ways that customers would prefer to interact with any company that you need to consider. You want to be able to add the channels that customers want to leverage. Again, we talk about effort, if we talk about journey, if we're forcing them into a channel that they don't want to leverage, they have to use it and it'll just frustrate them. I would say pay attention to customer feedback and implement the channels that would really positively impact their experience so that we're delivering the experience that they want on the channel that they want to communicate on. That's very important.
Interviewer: Sounds good. All right, guys well it looks like we are getting close to the end here. We did have another question come in, and please feel free to continue submitting as Abhi and Navish respond. The question is, it's specific to the contact center, so it will come to you first Navish. The question is, what are the best methods for improving CX performance in the contact center
Navish: We've hit a lot of those here. Again I start with the North Star, helping us understand what winning looks like and making sure we have great alignment on that in how to get there and making sure we're really clear there. I think then it's about the process of transfer of knowledge. Would you launch with someone in a contact center?
We use a process as we onboard new clients. We invest in all of our management's ability to do this job that they're going to manage our agents doing. All of our frontline managers in QA and support teams go through training, including nesting, so they're dealing with interactions as well. It builds the foundational principles. We understand the business. We understand the North Star. We understand what great looks like. I think that helps set us up for success. As you're thinking about CX in the contact center with the BPO partners, it's a great way to start.