Customer Success Leadership Community

1. Restricting the initial scope - we all wanted the moon on a stick but to be fair there was no way we could get there in the aggressive timescales that we had set ourselves (vendor accreditation was our key milestone). Firstly our processes were, shall we say, in their infancy and had been written in the context of no system/automation. Secondly data from our internal systems was a bit challenging to deal with through inconsistencies and organic growth
2. Working collaboratively with GS - our aligned GS PS team were absolutely great and kept us on track throughout the process. We started each design session with an overview of the function that we were looking at followed by discussion with the TA to explore it further. We never finished a design in the session, rather bottomed out the core considerations (or not as the case would be occasionally!) taking away "homework" to complete the design. This follow-up work led us back to point 1 above and we always approached it with the attitude of the minimum viable set of features which would work for us. This was a time consuming (myself and the team dedicated a couple of weeks to do this) but ultimately rewarding process as it gave us clear designs from which GS could work from
3. Accepting that the initial install was not the finished product or would meet basic requirements perfectly - whilst we had a good start with the initial install we did get some decisions wrong. Whilst the design process was great for teasing out what we thought we wanted in the initial install, some of the decisions we thought were right then haven't quite followed through to work as we intended. Thankfully, GS is such a flexible environment that rectifying these mistakes was relatively simple. Having an understanding internal Customer Success team working for me who constructively work to identify solutions/improvements has also helped

I have received such overwhelming responses from folks who have had a positive experience with GS, and have set up meetings to learn from them. In addition, Nick Mehta, the CCO, VP of PS have all approached me personally to see how we can improve the process and the experience. There has been a success plan put in place in order to ensure that nothing falls through the cracks. Gainsight is totally stepping up to the plate and demonstrating what to do with a less satisfied customer, and how to put forth a healthy and effective recovery plan. I am encouraged and looking forward to using Gainsight to it's full potential to help me manage my team and customers effectively.

I have received such overwhelming responses from folks who have had a positive experience with GS, and have set up meetings to learn from them. In addition, Nick Mehta, the CCO, VP of PS have all approached me personally to see how we can improve the process and the experience. There has been a success plan put in place in order to ensure that nothing falls through the cracks. Gainsight is totally stepping up to the plate and demonstrating what to do with a less satisfied customer, and how to put forth a healthy and effective recovery plan. I am encouraged and looking forward to using Gainsight to it's full potential to help me manage my team and customers effectively.

I have received such overwhelming responses from folks who have had a positive experience with GS, and have set up meetings to learn from them. In addition, Nick Mehta, the CCO, VP of PS have all approached me personally to see how we can improve the process and the experience. There has been a success plan put in place in order to ensure that nothing falls through the cracks. Gainsight is totally stepping up to the plate and demonstrating what to do with a less satisfied customer, and how to put forth a healthy and effective recovery plan. I am encouraged and looking forward to using Gainsight to it's full potential to help me manage my team and customers effectively.