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Episode #127 How to Hire, Build, and Grow an All-Star Customer Success Team ft. Amy Oilman (Conversica)
-
Manali Bhat
- February 4, 2025
#updateai #customersuccess #saas #business
Amy Oilman, SVP of Customer Success at Conversica, joins hosts Jon Johnson, Principal CSM, Key Accounts at UserTesting, and Josh Schachter, Co-Founder & CEO at UpdateAI, to share insights from her experience building and leading customer success teams at industry giants like Google and Salesforce. Drawing from her time at these powerhouse companies, she reveals how to create the most effective customer success teams, emphasizing the importance of a well-defined team vision, the core values guiding her teams, and innovative approaches to battling churn and ensuring customer satisfaction.
Timestamps
0:00 – Preview & Intros
4:10 – Priorities for 2025
7:07 – Rules of the Road
8:40 – The #1 Rule of the Road
11:23 – Collaboration with Internal Teams
13:00 – Showing Up with a Point of View & Being Engaged
15:37 – Identifying and Hiring Potential Candidates
17:20 – “The Best in the Universe”
21:37 – Amy’s Experience at the CS100 Conference
23:40 – Personal Branding and Growth
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👉 Connect with guest
Amy O.: https://www.linkedin.com/in/amy-oilman/
👉 Connect with hosts
Jon Johnson: https://www.linkedin.com/in/jonwilliamjohnson/
Kristi Faltorusso: https://www.linkedin.com/in/kristiserrano/
Josh Schachter: https://www.linkedin.com/in/jschachter/
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Unchurned is presented by UpdateAI
About UpdateAI
At UpdateAI our mission is to empower CS teams to build great customer relationships. We work with early & growth-stage B2B SaaS companies to help them scale CS outcomes. Everything we do is devoted to removing the overwhelm of back-to-back customer meetings so that CSMs can focus on the bigger picture: building relationships.
Josh Schachter:
Unchurned is presented by UpdateAI. The number one rule of the road for any customer success team is always the same. This doesn’t change from team to team. The customers need to Wait.
John Johnson:
Wait. Wait. Wait. Wait. Wait. We wanna guess. We wanna guess.
Josh Schachter:
Hold on. John, guess. What does he mean to say?
Jon Johnson:
What does he gonna say? What’s what’s what’s the number one
Kristi Falter Russo:
rule for every CS team?
Amy Oilman:
The customer always lies to you? What
Kristi Falter Russo:
Customer okay. We see what type of mood John is in on this Monday, folks.
Amy Oilman:
Yeah. What about you, Josh? What’s your guess?
Kristi Falter Russo:
Well, I’m just gonna bolt on to you in the opposite direction. The customer is always right. Yeah. Vomit. Yeah. Okay. Amy, what is it?
Josh Schachter:
It’s the customer’s
Kristi Falter Russo:
Hello, everybody, and welcome to this episode of Unjourned. I’m Josh Dachter. I have with me John Johnson, and we are very honored, to have a distinguished guest with us today, Amy Oyleman. Amy is the senior vice president of customer success at Conversica. She’s also a coach, and she’s gonna talk about some really cool topics that she actually presented to a group of customer success leaders and CCOs back a few months ago. It is about how to really hire, grow, keep, maintain, evolve the best CS team ever. So, looking forward to getting into that conversation with Amy. Amy, thank you very much for joining us.
Josh Schachter:
Thanks so much for having me.
Kristi Falter Russo:
So, let’s start. A little bit about yourself, get some context up front, then we can jump into, some of the agenda, as it were, of talking about how to get the best teams. Tell us a little bit about, you know, where you came from in the CS world and what you’re up to now with Conversica.
Josh Schachter:
Amazing. Well, thanks again. Yeah. I have, I’ve been, I’ve been all around the CS world. I started as a Salesforce customer when I was at Google, back in 2010, and I had these amazing customer success folks from the Salesforce side that worked with me. And one day, they said to me, Amy, you know, you work for the wrong company, and, we think you should join us over here at Salesforce. Salesforce is your product. Google isn’t your product.
Josh Schachter:
So, yeah, we were at Dreamforce 1 year and caught up in the emotion of all of that. I agreed to, to come over to Salesforce, and it was amazing. Salesforce is one of the first customer success companies. I learned so much from the amazing folks there. Got to work with incredible, media and entertainment customers in the enterprise space and, went over to alliances to work in media and entertainment. So it was it was incredible journey. And then, I went back to Google because they were starting a customer success organization. And so I helped, hire some of the 300 customer success folks in Google Cloud, and had this amazing and incredible leadership over there, and just learning how do you do customer success for a consumption business, versus a seat business.
Josh Schachter:
So it’s been a great opportunity to get to do those things, working with brilliant people, getting to partner across partnerships and marketing and sales and product, has been great. And then most recently, I’ve been at Converseco the past, a little over a year, and we are a conversational AI company. And so, just getting to work with all this incredible technology and just the close relationships, we have. And in customer success, we have, the standard customer success teams, the CSM teams, but also support and professional services. So it’s a really fun ride that we’re on right now.
Kristi Falter Russo:
Well, and what’s the, you mentioned a little bit about the teams that you have in your purview. What’s the, like, what’s the well, how many people do you have that work work for you at at Conversica?
Josh Schachter:
I think we’re at 26 on my team.
Kristi Falter Russo:
Okay. Wonderful. Wonderful.
Josh Schachter:
Yeah. And we have we have offshore and, and employees as well.
Kristi Falter Russo:
Got it. Got it. Before we go into into what you presented to this group before and, you know, from from, late 2024. Let’s talk a little bit about 2025. We’re just getting the year into high gear. What is what are your top two priorities right now?
Josh Schachter:
Well, like everyone, we’re a revenue team, so the things I care most about is retaining customers and expanding customers. And we’re running a bunch of campaigns into our install base that are CS led with marketing support. So, really excited about that. And then like every CS leader right now, we’re fighting the churn monster. So, yeah, just, making sure that our customers have the best experience and that they wanna renew.
Kristi Falter Russo:
Have you named your churn monster? Have you personified it?
Josh Schachter:
No. But that’s an amazing idea. Yeah. What do you think I should name it, Josh?
Kristi Falter Russo:
John’s better for this one.
Amy Oilman:
You you always put me on the spot in, like, the least awesome ways.
Kristi Falter Russo:
Yeah.
Amy Oilman:
Yeah. I got nothing for you, Amy. Let’s just call it
Josh Schachter:
the I might have to name it Marlo after my, after my dog, and she is the director of churn management at our house. And she’s a puppy golden retriever. And so, yeah, maybe, she’s kind of a monster. So it might be a good, might be a good task for her, and we’ll name the churn monster after her.
Amy Oilman:
There we go.
Kristi Falter Russo:
There we go. Okay. You’re gonna talk us talk to us about the the title of the presentation you gave. This is at CS 100, again, a couple of months ago. The success squad, colon, build, hire, and grow your best CS team ever. So, you gave us your background, and I know that you’re you’re diving deeper and deeper into coaching as well in what you do. So tell us a little bit, like, where where do we start? We wanna learn. We wanna learn how to build, grow, and hire the best or build hire, build, and grow or whatever, the best CS team member.
Kristi Falter Russo:
So where do we start?
Josh Schachter:
Yeah. So the history of the Success Squad is the Success Squad is what I call my team at Google. Just an amazing bunch of CSMs, 30 years experience, some of them, so a very senior team. And, it was one of the best teams I’ve ever led, and I reflected back on that when we did our reorg. And I was like, what about this team was so special and so amazing? And what is it that I can take from this team and bring it to future teams and future CS leaders so that they can build their own success squad? Because when it’s when things are going well and things are humming, it’s definitely a benefit to the customers, to the company, and to the people on the team. They feel really supported. So, yeah, I started I started with that, and someone asked me, what is your philosophy on how you run teams at Google when I got a new manager that was transferring from another team? And I really took a long time to think about it, and that’s how I started putting the these ideas down in paper. And I was lucky enough that Christy reached out to me to present this at CS 100 and Dave.
Kristi Falter Russo:
Yeah. So tell us, like, what what’s the magic sauce there? Where do we go from here?
Josh Schachter:
Yeah. So I try to I always try to break things down in threes. So, definitely, you know, to build your customer success team, you really have to start like, you start any team with a vision of what you want your what you want your team to be. And then what that translates into values, and, you know, we have a lot of values that we take from both our corporate values, but also how that applies to the CS team. And that I call the rules of the road. The rules of the road is something that I started at Google. It was initially called a manifesto, but, I’ve learned from people that the word manifesto is not received so well.
Amy Oilman:
Other than the best context.
Josh Schachter:
Yeah. Really. Definitely. So yeah. So I adjusted I adjusted, and we call it the rules of the road. And at every team I’ve led since that time, we have a rules of the road document. It’s, you know, it’s presented every quarter to the team. We give awards around the rules of the road, for people that exhibit those qualities in CS every month.
Josh Schachter:
And it’s just a way for us to pull together and share common values. But to also you know, when you have a list of, like, these are the 20 or 10 values we have for our company, it’s really hard to take that and put that into action. So the rules of the road are, you know, are ideas that we have, and it starts with the customers.
Kristi Falter Russo:
Yep. Vision, values, rules of the road.
Josh Schachter:
Yeah. The, so some of the specific rules of the road, just to go a little deeper because, you know, it’s important to kinda, like, understand that. The number one rule of the road for any customer success team is always the same. This doesn’t change from team to team. The customers need to Wait.
John Johnson:
Wait. Wait. Wait. Wait. We wanna guess. We wanna guess.
Josh Schachter:
Hold on. John, guess. What does he even say? What is
Jon Johnson:
he gonna say? What’s what’s what’s
Kristi Falter Russo:
the number one rule for every CS team?
Amy Oilman:
The customer always lies to you? What?
Kristi Falter Russo:
Customer okay. We see what type of mood John is in on this Monday, folks.
Amy Oilman:
Yeah. What about you, Josh? What’s your guess?
Kristi Falter Russo:
Cut well, I’m just gonna bolt on to you in the opposite direction. The customer is always right. Blah. Yeah. Vomit. Yeah. Okay. Amy, what is it?
Josh Schachter:
It’s the customer’s need to feel the love. And whether they’re right, whether they’re untruthful, or outright liars, John, the the customers really need to feel like we care about their business, and we care about the things that, you know, make them successful. And I think by when we start thinking about the customers in that context, it’s not just like, are you consuming? Are you gonna renew? Are you gonna you know, it’s more about what the customers need to accomplish to be successful in their jobs. And so, you know, we used to say a lot we used to use the term customer empathy a lot, I think, in customer success. And now that we’ve gone to a revenue model, we don’t hear that phrase as much. But at the same time, like, they’re not mutually exclusive. Right? Growing the customer and customer empathy often go hand in hand. And so just making sure that we feel that way as a CS org, is really important.
Josh Schachter:
And when they are making the wrong decisions or maybe not the decisions we would make, you know, it’s important for us to say to them, here’s you know, to challenge them on that in a in a way that really helps them and shows them the path forward. So, that’s, that’s really important. Are you interested in hearing some more of the rules of the road? Absolutely.
Kristi Falter Russo:
Hey, everybody. It’s Josh. I’m taking a quick break from the podcast to tell you a bit about UpdateAI. I started UpdateAI to solve 2 major challenges for CS teams. The first is that we save CSMs 4 to 5 hours per week with our productivity through AI. Secondly, we give leaders a window into all the conversations across each account and the entire portfolio. So we help knowledge transfer, we help increase the coverage model of your CS teams, and we help you detect emerging patterns in what your customers are telling your CSMs across all the risks, product feedback, advocacy moments, and expansion opportunities. So come check us out at www.updateai.
Kristi Falter Russo:
It’s completely free to sign up and trial.
Josh Schachter:
Are you interested in hearing some more of the rules of the road?
Kristi Falter Russo:
Absolutely. I’m good. No. I’m just joking. I’m joking. Yes. Of course. Tell us more.
Kristi Falter Russo:
Preach.
Josh Schachter:
Alright. So we share in the success is, like, a really important one because we work not just with customers, but we work internally. I feel like we want to draw a diagram at Salesforce and all the teams that CSMs work with, and it was, like, literally 40, 50 teams across a big enterprise organization like that. So we wanna make sure that we share in the success, especially, you know, there’s a lot of talk about how CS works with product and marketing and sales. And so we wanted our CSMs to understand that it’s not just about working with the customer as their role. It’s also just as important to make sure that we’re looking out for the rest of the teams and that we’re collaborating effectively and impactfully.
Kristi Falter Russo:
How are you doing that at Conversica right now? So that’s a different organization to do that than at than doing it at Salesforce. Right?
Josh Schachter:
Yeah. So, I work really, I work really closely hand in hand with my sales leader, Jeff. He’s amazing. On our teams, we work through a lot of, like, expansions together and roles and responsibilities and things like that. But, ultimately, you know, our teams are partnered up with these customers, and it’s really important for them to be understanding about who does what and to be really clear on where the roles lie. So it doesn’t feel like at some companies I’ve worked at, it feels like the CS team works for the sales team, and we know that isn’t sustainable.
Kristi Falter Russo:
Yeah. We know that. Okay. We wanna hear more. Tell us more. What what are some other rules of the road?
Josh Schachter:
Come with a point of view. I really
Amy Oilman:
like this one. This is good.
Kristi Falter Russo:
You’re good at that one now. Oh, that’s a compliment. Thanks.
Josh Schachter:
Yeah. I mean, nobody wants people to sit in meetings and not say anything. That’s not a good use of anyone’s time.
Kristi Falter Russo:
Actually, I would love that. I would love that. Every
Amy Oilman:
CEO actually probably feels the opposite.
Kristi Falter Russo:
But, yes, point taken. Understood the the the the vision of what you were saying.
Josh Schachter:
Yeah. And aligned to that is how we show up matters.
Kristi Falter Russo:
Yeah.
Josh Schachter:
You know, I think if you you don’t have to know everything. But if you show up prepared, you understand the customer’s metrics, you understand the customer’s business. I mean, it’s it’s a lot easier for the CSMs to be successful in our TAMs as well, like on the professional services side. And so, you know, if we show up positively, it sounds kinda like a little, I don’t know, maybe not as deep as some people would like to say, but it really makes a difference when the customers feel like you care and when your teammates feel like you care. And how you show up to those meetings is so, so important.
Kristi Falter Russo:
So so what’s so I actually thought you were gonna go in a different direction there. I thought you were saying how you show up matters, like, do your homework, do your prep work, understand the metrics, understand what’s going on in the news about your customer, etcetera. You you actually took a a slant that was more, like, show up with a smile on your face and positive energy and a good spirit and and and rapport. I assume the answer is, like, it’s a little bit of both, but what do you have specific rules around that for for Conversica, or is it just, you know, hey. Show up prepared and with a smile?
Josh Schachter:
Yeah. Camera’s on.
Kristi Falter Russo:
Camera? Okay.
Josh Schachter:
Yeah. There’s nothing worse than presenting to a room of, like, still photos. Like, that’s one of our that’s one of our values on our team. So
Kristi Falter Russo:
Internally or just for external? Just for we’re talking just external calls here?
Josh Schachter:
Both.
Kristi Falter Russo:
Both.
Josh Schachter:
Yeah. It’s really important. I think some companies have cameras on, cameras off policies. You know? And, like, sometimes we’ll do, like, a face free Friday, where you just keep your camera off on internal meetings on Fridays. You know? And we but I do think it’s important to be engaged, with the people that are presenting and the people that are talking whether it’s internal or external. It’s a little old school, but, but I think that it’s impactful and important to do that. And I do think to your point on, like, knowing the metrics, we kinda encompass that in the previous show up with a point of view based on the metrics. But there are very tightly aligned.
Josh Schachter:
So thank you for pointing that out, Josh.
Amy Oilman:
How do you like, you know, you’re you’re walking through a lot of it. Like, these are great these are great actual insights when it comes to kinda building out these teams. But when when you’re in the interview price process or when you’re kinda looking at the candidates that you have or the people that you’re looking at, how do you how do you how do you find the people that have a point of view, and what are the processes that you go through to discover what that looks like so that it’s a known skill and not something that needs to be trained?
Josh Schachter:
That’s a great question. So during our interview process, we have certain characteristics that we look for in people that are aligned to the rules of the road, like our values. And so for each of those values, we have questions that are aligned to it. And then each of the managers on my team that reports into me, they have certain questions that they they cover certain topics so that we’re not repeating questions when we interview candidates. In terms of your question about, like, when we’re looking at resumes, sometimes I look for keywords in their resumes. Like, we found, one of our managers, supports his wife’s business. And, you know, is just very, you know, he put that on his resume, and I was like, well, that’s an interesting extracurricular fact. But at the same time, it shows that he’s supportive of the people in, you know, in his personal life.
Josh Schachter:
And, like, to me, that was meaningful and stood out. So we do vet it through the interview process, but, you know, we don’t have a recruiter because we’re such a small company. So it’s not like a Google where we had an army of recruiters. You know, we’re hiring 300 people. So as a leader, we have to go through these, resumes. So we do look for certain things like that that tell us, that these folks share our values.
Amy Oilman:
I love that. What’s next? Is that all the rules? Did we go through all of them?
Josh Schachter:
Oh, no. Well, I mean, on this team, we try to keep it to 7 or 8 rules. So we also have, make this the best team in the universe. Pretty pretty straightforward.
Kristi Falter Russo:
Yeah. Very straightforward. Make this the best team in the universe.
Josh Schachter:
Yeah. Imagine the best like, close your eyes and, like, envision the best team you’ve ever worked with, and what are the things you can take from that team into your current team?
Kristi Falter Russo:
John, let’s do it. I’m closing my eyes. Are you closing your eyes?
Amy Oilman:
Okay. I’m closing my eyes.
Josh Schachter:
I’m gonna close my eyes too.
Kristi Falter Russo:
Okay.
Amy Oilman:
Alright. Josh, you go first.
Kristi Falter Russo:
No. I like to put you on the spot.
Amy Oilman:
You always do.
Kristi Falter Russo:
I’m putting
Amy Oilman:
you on the spot.
Kristi Falter Russo:
The best team I’ve ever worked with?
Amy Oilman:
Yeah.
Kristi Falter Russo:
Well, I mean, if I’m being honest, it’s my current team. That’s that’s the answer I should give, but that’s also listening. That’s all the people that are listening. Yeah. No. Is that the best team I’ve ever worked with? I think so, because and you wanna know why, Amy? Is that what we’re doing?
Amy Oilman:
Yes.
Kristi Falter Russo:
Yeah. Well, because half of us were working together yesterday on Sunday, and I was so proud that my start up team was working on a Sunday. It’s just See,
Amy Oilman:
I would put that in the worst.
Kristi Falter Russo:
Which is such a terrible thing to say.
Josh Schachter:
But how did that make you feel?
Kristi Falter Russo:
Like a proud top
Josh Schachter:
team was supporting you on a Sunday.
Kristi Falter Russo:
Yeah. Yeah. No. That’s exactly it. It was like the team what I’m I’m I’m being a little bit tongue in cheek here, John knows, listeners may know, but, the important part was, like, that there was ownership. That there was ownership that people were or people are because this is present tense. People people are are owning what they need to own. They’re being proactive.
Kristi Falter Russo:
We didn’t I didn’t ask them to work yesterday. You know, we’re filming this on Monday, so yesterday. And they were collaborating together. Like, those are some of the attributes that that I find really wonderful about my team. And also, I mean, listen, we’ve we’ve we’ve, you know, we’ve we’ve had iterations, I’ll say, on the team since we started 4 years ago, and we’ve gotten to a place right now where, culturally, it’s a nice Like, everybody can be very open and honest and feel safe, but also, you know, jocular at the right times. So relationship wise, everybody gets along, which I think is, for me, is very important.
Amy Oilman:
Yeah. I I was thinking do this, and and ownership is definitely, like, one of the attributes that I that I really look for when I close my eyes and thought about my perfect team. I thought about, one of my first CS teams that I worked on at a startup called Invoca. There’s a lot of great stuff about that, aside from just, like, a growing industry and a growing market and lots of, like, you know, lots of investment, lots of fun times like that. One of my favorite things that we did, it was an in person in person job. I know that’s formed a lot of people these days. Every morning, we would have our daily stand up with not just CSMs, but our solution consultants and our AEs. And it was it felt a little bit like summer camp.
Amy Oilman:
We just kinda go around the room about what we’re working on, and it’ll take 30 minutes out of every day. And there’s just a lot of exchanging and sharing of ideas. It was less, you know, I’m complaining about what I’m working on, but it’s, like, this is the customer that I have. I have this product update or ticket that I need to submit. And everybody would be, like, oh, that you know, I’ll jump in on that too. And it added that collaboration in real time versus, you know, sending out an email and asking for people, hey, does anybody else have a customer with this use case? It was very, very conversational. And I think that it it built a lot of trust and a lot of, good energy with the team so that when there was friction or if there was something that was difficult, there was always a place to kinda work through it. And the practice of everybody has a voice and everybody has opinions and everybody kinda has an opportunity to, to share an opinion.
Amy Oilman:
And I it’s something that I I would love to duplicate if we could ever have everybody in the same space again.
Josh Schachter:
Yeah. Yeah. Being remote is a challenge. I will say every time I hear leaders talk about their ideal teams, it’s amazing because your face and your body language changes and your voice changes. And it’s like it’s it’s like one of my favorite things to talk about.
Amy Oilman:
That and ice cream for me. Little little bit of the same. So you you gave this presentation at c s 100. Got a lot of really great feedback. What is something that you took away, from the group, from, you know, the panel discussion or from the, you know, the folks that attended that reached out to you afterwards? Was there a lot of validation? Was there a lot of, you know, questions and answers? How was kind of the reception from the folks that you presented this to?
Josh Schachter:
Yeah. So I’ll paint the picture of we had a massive power outage.
Amy Oilman:
Yes.
Josh Schachter:
And I presented in the dark using my phone to scroll through the slides while they had a truck back up so that the people in the first, like, 5 rows, they did an amazing, amazing job of, of getting that all together. So
Amy Oilman:
We weren’t sure whose presentation that happened to, but Christy did let us know that that that there was some fireworks.
Josh Schachter:
Yeah. And her and Dave were so incredibly, incredibly generous, about, you know, making us feel like, yeah, we could do this. So it was definitely it was very intimate because it was, like, very dark, and people couldn’t use most people couldn’t use their phones because of the outage. So people were really paying attention, and that was, that was a really it was just it was an incredible moment for me. It was one of my top moments of last year. So to answer your question though about, you know, what some of the folks, and I talked about, we all talked about, like, these ideal teams. And as leaders, like, our responsibility to forming these teams and making the people on our teams feel valued, but also helping coach them and helping them get to the next level in in their careers. So that was a that was a huge takeaway.
Josh Schachter:
And my other takeaway is, oh my gosh, the other speakers, just so brilliant. We’ve all stayed in touch. We, you know, we’ve been going back and forth. I referred some people for some projects. Like, just I learned so much. If you can imagine how much you would learn in, like, 2 to 3 days, this was just amazing. I still go back to my notes and look at the presentations of the other speakers. It was definitely an amazing event, and I hope everybody goes this year.
Kristi Falter Russo:
So, I wanna go back one half step here with kinda the last piece of the best team, which is also about making the best self of yourself and your own growth and
Amy Oilman:
Good English, Josh.
Kristi Falter Russo:
Yes. The best self of yourself. So you talked a little bit about that. Tell us a little bit about, like, growing your personal brand, how how folks can go about that, and their executive presence as well.
Josh Schachter:
Yeah. So, I’ve done personal branding training for all my CS teams for the past 5 years. I started as, like, doing a 20% extra thing. One of the cool things about Google is that you, as a leader, you can go and deliver trainings throughout Google. They give you the they give you the video. They give you the curriculum, and then you can host them. So one year, I was like, you know, I should do this for my team so I can improve my speaking, and, also, it will help teams. And then you basically get signed up to deliver this.
Josh Schachter:
Other managers can reach out to you and have you do these trainings, for their teams. So I’ve gotten to present personal branding a ton. When I was at Google to women’s groups and to the CS org, I did a group of, like, these amazing admin assistants. And effectively, you know, creating your personal brand is somewhat of a formula of saying what are your values and what are your skills, and how do you bring that to life in your work.
Kristi Falter Russo:
Yeah. Well, so it’s so what’s the formula? So your values plus skills equals, like, what’s the go one step deeper?
Josh Schachter:
Yeah. So, when we go through this, we go through exercises to elucidate what are the things people say about you? What are the things that you care deeply about in your values? And there’s a whole list of them, and it’s multiple choice, but you can only pick 5. And so it’s like this really tough decision about, like, what are my top five and how do I you know? And then what are my skills and how do you bring that? What are you known for? And so you can string that together without doing the whole workshop here. You string that together in a sentence. We have kind of like an easy fill in the blank Mad Libs thing if you’re older. And people are able to people are able to create their personal branding statement. But the last part of the training is really critical because it’s how do you manage your brand. And for us in CS, we I’ve added another module, which is how do you help your customer manage their brand?
Kristi Falter Russo:
Yeah. That’s it so, like, goes to, like, making the customer the hero. Right? Make your customer the superhero of
Josh Schachter:
their business. They truly want? Like, you know, when I was at Salesforce, it was like, does this customer wanna be up on stage at Dreamforce? Does this customer, you know, wanna be a reference? Does this customer, you know, want to speak about technical things that, you know, user groups and stuff like that and looking for opportunities to really, shine a light on our customers?
Kristi Falter Russo:
Yeah. That’s always very important. Awesome. Well, Amy, this was great. I love, the guidance on how we can build higher build and grow. Did I get the order correctly? Something like that build, hire, grow. The optimal CS team, and, of course, any team. Right? Not just within CS as this applies to to anybody.
Kristi Falter Russo:
I know you’re doing more and more coaching as well, which I think has just gotta be, like, such a such a fun thing to do, and such a such a rewarding thing to do as well to help teams grow with your knowledge base. So congratulations on that. And, we hope to have you back later in the year, and we’ll learn about what’s going on with Conversica Conversica, excuse me, and, you know, how that churn monster, Marlo.
Amy Oilman:
Marlo? Marlo the churn monster? Yeah.
Kristi Falter Russo:
Yeah. Yeah. How he or she is doing. Yep. Cool. Amy, thank you so much.
Josh Schachter:
So much for having me.
Amy Oilman:
Of course.