Hello, everyone. Thank you for joining us today on our session delivering omnichannel self-service experiences. I'll be your host. My name is Bonnie Chase, and I'm on the product marketing team here at Coveo. Today's conversation will feature Laurel Portner, director of knowledge at, f five, and Jeff Harling, AVP of global self-service at RingCentral. Before we get started, a couple of housekeeping items. First, everyone is in listen only mode. However, we do want to hear from you. We are taking questions at the end of the session. So if you have any, please feel free to enter them in the q and a portion on your screen. Today's session is being recorded, so you should be receiving that recording within twenty four hours after the session. We are also live tweeting this session on Twitter, so don't be shy. Join the conversation using the hashtag self-service for the next forty five minutes. Alright. So let's get started. I wanna start by doing a couple of introductions. So why don't we, hear a little bit about you and your organizations, starting with Jeff. Why don't you tell us a little bit about yourself? Thanks, Bonnie. So great to be here. Thanks you guys for joining us. So my name is Jeff Harling. I'm AVP of global self-service for RingCentral. Been with the company for a little over two years. The the space we manage is, all of our digital support entry points, which includes, our our web experience, our mobile experience, all of our digital tools such as our chat bot AI, search engine, search engine optimization, and, importantly, our content knowledge base and user documentation. Hi, everybody. My name is Laurel Portner, and I'm director of knowledge services for f five. I've been here for a little over a year, and knowledge services, heads up the support experience and knowledge management functions within f five global support services. Awesome. And, yeah, this is exactly why we wanted to bring the two of you into this conversation. We know, that customers are are using multiple channels. We know that experience matters now more than ever. And what's really important is that as we, you know, in service continue to provide, different opportunities for customers to interact with us, there needs to be a more holistic strategy behind it, which is which is really what is the goal of an omnichannel strategy is that holistic approach. So for for the audience, you know, what we wanna do today is really cover a few different areas so that whether you're new to, whether you're new to self-service or the omnichannel approach or you're you're in the weeds today, we wanna make sure that you have plenty of information to help you navigate this. So I wanna start with organizational readiness. Now, Jeff, I wanna ask you, how did you know that your organization was ready for some level of, you know, this this omnichannel approach or a bigger strategy behind it? What were the drivers behind that, and was it internal or external? Yeah. Great question. So, really, the the industry was, you know, determining whether we were ready or not for this, and and demanding that we become ready. And so, about two years ago in early two thousand eighteen, we were we were, emerging from being this small company into this medium sized company and and growing very rapidly and continue to do so today. But but as you can imagine, early on when a company is is brand new, their the primary goal is is driving revenue and driving, you know, as much revenue as possible. And and the services portion of the business is is not always the thing that is first and foremost in their mind, but but certainly, as you build a a client base and so forth, like services becomes more and more important. And providing an amazing experience, at some point, in our in our, maturity, became, you know, tantamount to us being successful in reaching and attaining new levels. So, so very quickly we began to understand, you know, this UCaaS space that RingCentral sits in was just receiving its own Gartner Magic Quadrant. We're we're just beginning to see that competition heat up very, you know, fiercely in the last few years. And and in in that space, we needed to differentiate ourselves. Right? And providing better service, we already had great products. We already were, you know, outpacing our competition in the product space, but we needed the we needed the kicker and that was services for us. And so, enhancing and and maximizing our service experience meant that we needed to offer more channels and more capabilities that customers were demanding. Not just this wasn't just about phone and chat supporting more. This became about us expanding into spaces that that we had not previously really, you know, waited within from a services perspective. So customers tweeting us, messaging us through Facebook Messenger, you know, responding to us via chat and email and other capabilities. As as they started to request those, they started to demand those, we felt at that moment it was it time for us to to make the switch. This required us to to not only shift externally to, provide new digital capabilities, new digital support capabilities across all of those channels, but also, it it demanded that we change internally because now we're we're, rather than swiveling between channels, we're having to to, manage, threaded conversations with customers that might transition between tweets, start with the tweets, you know, transition to a chat, move to a phone call if it was serious enough, and so forth, and and and back again. So, really, the pressure was on us, I think from from a, an industry perspective where we were, competitively. Yeah. And and you said something that was really interesting, which was that that service wasn't, you know, the top priority until you really started getting, getting the more customers and getting more customer feedback and things like that. And I think that's really key to highlight is that, you know, when you are an outside organization and you care about your customers and you're listening, that's really what what helps drive, you know, improving that strategy and moving that forward. Laurel, would you like to add anything to that? Yeah. Because I I think that f five was is going through something similar, and they started something about the same time, maybe a little bit earlier, about three years ago. And, they knew that they had a great customer experience. It was it was white glove, customers that were were extremely satisfied, but it was also, the, you know, one off. It was not one off, but, you know, it's the assisted channel. It's it's high touch. Right? And so we wanted to expand that and especially with in in alignment for their overall company strategy of moving more towards software based and, you know, application services where it's cloud based services. We knew that our customer landscape will be changing. So from an on prem to SaaS, environment, PeopleWorks had different Right? And so, the the global services, organization recognized we really needed to step up, especially just, you know, like Jeff said, our our competition was out in front of us in terms of, you know, service offerings. And we knew that we had a more fragmented digital experience and we needed to unify, with that. And so I think that's that's really, you know, kinda what lit the fire. So Yeah. Yeah. And that makes sense. And and this kind of leads to leads to the next area. So we know we're we're ready organizationally. So, you know, you saw the signs. You heard the feedback. How did you actually, get the buy in that you needed to be able to move forward with that with that strategy? Yeah. I'll start with Laurel. Yeah. Here. Yeah. I can hear some of that. So, right away, once we understood, you know, what what needed to happen to kinda bring, you know, our our leaders together and over the enterprises and looking at who has, interactions with all of our customers. We formed a center of excellence, to bring together business leaders, who all worked closely with not only customers but digital properties and trying to, you know, understand what was it that we all needed, to, to move the needle, you know, with with our customer experience, and and also looking at our customer effort and and really making sure that it was, everyone's focus to make it much easier to, you know, for customers to do business with us. And, so they got alignment, with a lot of the, executives and and also business leaders, within that center of excellence. Great. And and did you have the same approach, Jeff? Yeah. I'd say that many of those aspects that Laura mentioned were were were certainly, you know, embraced by RingCentral and and our internal staff to to get this buy in. I think we, you know, we did a couple of other unique things. I would say, just starting with the leadership perspective, getting leadership on board early was was was key. Right? So those guys, being, you know, right in the midst of the planning, the strategy, the decision making, Every single one of those folks across the business, whether that was services organization, pro services, our our sales team, marketing, etcetera. Leadership from the top down really emphasizing the importance of of this omnichannel experience for our customers, I think, is is certainly key. So that's that's easily the the first most valuable thing that that, we did. The second, of course, was, was really getting folks educated across the business. So we went on a road show. Members of my team and myself went around and inserted ourselves in in every staff meeting that we possibly could, ensuring that all those folks were really speaking the same language, understanding the tools and capabilities that were forthcoming, the things that we were offering today, and and how that could maximize, the potential for for their customer experience their customers' customer experience. And so, as you can imagine, this now becomes a sales tool, now becomes a marketing tool. It becomes a tool for pro services and so forth in the implementation phases to hand off to, a great, you know, day two service delivery experience for their customers. And and when the customer understands that everybody is is speaking about how, how we are there at every single front, no matter how you come to us, you know, through social media, you know, through the website, through chat or mobile, like, I I think it's very impressive for the customers. They see that that RingCentral is is going to be rather than making them come to us and find us in one or two places, that we're gonna be everywhere they are. And and, again, I think that was, that was also, you know, a very powerful message for our customers and continues to be frankly as we evolve this. Yeah. Absolutely. And and it sounds like, you know, getting buy in requires more than just, you know, making sure that you have the right tools and processes in place, but really changing the way that that people are thinking about the customer and thinking about customer success as well. Now you both mentioned that you, you know, got different teams involved, different executives. Could you share a little bit about, which teams those were? Maybe, you know, which executives was it? Did you have to get somebody from, you know, marketing and customer experience, or what did that what did that core, group or team look like? Let's let's start with you, Jeff. Yeah. Absolutely. So so all to the yes to all the above. Marketing one of the first people I met were, were were marketing leaders. My peer in marketing, who is managing the the web experience, you know, for our ring central dot com and and those home pages. Right off the bat, ensuring that they understood that we were going to complement the experience that they're creating, for, you know, our prospects and for our new customers, with a great support web experience right behind that as an example. Right? So that so, that you know, she became a great, partner and peer of mine, throughout this entire journey. Also sales leadership. Right? Getting getting on board with our, you know, executive vice president of sales and and getting, getting a clear understanding across the leadership of all the sales teams that that, you know, omnichannel service and the services capabilities that we're gonna provide to their customers after the sale are are a key selling point for them. Right? So so now you've got you've got probably the most important people convinced that this is, you know, that this is, you know, this is going to be great for their customers. And and so then beyond that, it's a, you know, certainly there's a our own services leadership. For those folks, you know, they were responding to, some pressures on, you know, service levels and, you know, managing customers from many different parts of the world from, you know, offshore and onshore resources of their own that are looking to address our customers needs via all these new channels. Now how do I how do I manage across all those different fronts and introduce a bunch of additional channels, tools, capabilities, expanding the platform, and getting all those folks trained and then making it a consistent experience for our customers twenty four seven regardless of whether they they reach an offshore and onshore, agent, a tier one or tier two agent. Are they getting the same level of experience, and and are their service levels impacted? So we had to work very closely with them to ensure that that there was a a a great change management program, to get those folks off and and running. Yeah. That makes sense. And and I think it's great that you were able to to to get buy in from, you know, both marketing and sales as well, really shows, you know, how customer centric your organization is. And how about for you, Laurel? What what teams and and different, different executives did you have to work with to get buy in? A a lot of the same ones that Jeff was talking about. I I think that we we started more on the services side of things, with getting executive sponsorship, all the way up to the the EVP of of global services. Our digital transformation, VP was was, a focal point for this, and and he did a lot of, you know, kind of the roadshow that that Jeff was talking about in just getting buy in at that executive level on, you know, from from the enterprise. I I think to support was, a key player in this. And, you know, my boss, VP of of global services delivery, was was driving some of this. And also, we were starting with, it being more of a an IT focused project. And so then it kind of morphed into something much, much bigger. And as people started to see the value and started to see this is something that we can expand throughout the entire organization. So we're still having a lot of those conversations and, in fact, got with Barca and customer experience on a a digital customer experience advisory board. And so people are starting to look at the successes that the support team and support portal, is is achieving with Coveo, and they're starting to see, okay. What can we learn from this and how can we expand? And also, also internally. So That that's really exciting and it and it's it's great to see that even after, you know, you got the buy in and you deployed, you continue to to to garner more interest in in what you're doing there. I do wanna shift a little bit because you mentioned, you know, people were seeing the successes and things like that. So I wanna go into, you know, actually the the strategic part of it. So what metrics and outcome gaps were you measuring, to make your business case and then to measure success along the way? Let's start with you, Laurel. Sure. So, some some metrics that I think that we started out with, were because we started with with not a lot of data, and, you know, so so we had some older metrics that we knew that we needed to change and Coveo actually helped us see, some of those. So for example, you know, looking at case deflection and, and trying to understand, you know, what what our users are doing digitally and and were they engaging in content before they were, you know, contacting support. And once we started to expand on that and looking at some more of our of the data, we decided, you know, there's there's so much more. There's so much more that the customers they're never gonna call us. They're they're never, you know, about a lot of these issues. And so how do we actually measure what, you know, the answers that they, you know, were served and and, you know, what was that feedback? And so introducing more feedback loops with surveys and, you know, so there's there's a lot of those measures. The the other part of the measurement was just in terms of our growth overall, are we able to grow as a company and not grow quite as much in in certain areas in services like support? And so can we then push that out to our, you know, other channels and and start to leverage those for customers that are, you know, at a lower cost? So Yeah. That makes sense. And and, Jeff, for you, you know, when with you getting started, what what were you looking at as far as as measurements go? And and in addition to that, you know, how did you how did you decide which channels to pursue? Was it, was it customer feedback that that led to the channels? Was it, you know, a channel first strategy? So if you could share a little bit about, you know, getting started and the measures and, the approach there, Jeff, that would be great. Yeah. You bet. So, so I think first things, that we looked at were really, you know, just the just the overall use and adoption of, of our of our digital tools, you know, versus traditional methods like phone calls, emails, and and various contacts. So, you know, we what we experienced right away or what it what I I would say, saw right away was that our customer success managers, our sales account managers, our pro services, folks, they, like, they were probably getting an inordinate amount of questions that were coming directly to them. In addition to that, a a a pretty significant phone volume, probably more more so than, you know, we should have as a a cloud service provider. And so in looking at those, there are some very basic capabilities that we just weren't really answering the right questions, in the web experience. And and we proved that out by looking at some of the the data trails, some of the some of the metrics. The site visits were not very high and not a lot of chat adoption and such. So so those were easy, measures for us to look at. Also, content helpfulness. You know, users voting thumbs up or thumbs down on whether content helped them solve their problem and then and then subsequently did they contact us after the fact. You know, I gave a couple of tip ins that could were indicators for us that that we had, you know, some content challenges that we need to address and and address those quickly. Search engine usage and and some of our our queries. Queries for things that were, I would guess very simplistic, you know, usage and feature functionality adoption questions that that could have and should have been answered via self-service. And and when I say search engine usage, I'm talking about not just external but internal as well. So what what is it that our agents were searching for, to, you know, to in response to a a customer chat or a customer phone call? You know, that was enlightening for us as well. But then it's, you know, certainly for the metrics, the things that we were looking forward to it to baseline and measure over the long term success of this effort was was, you know, what was our what was our first call resolution? What was our handle time? What was our total mix of service delivery across all the channels? Phone, chat, social, bot usage, as well email. And so, you know, that right off the bat, we begin to baseline all of those measures, and and and that has been our our our, let's say, our indicator of success here in the recent, last couple of months as we've started to mature. Awesome. Yeah. Those those are all, you know, key metrics. And you mentioned something that, you know, when you can have all the channels, but if you don't have the right content and the right answers, it's not going to really work. So so content is key. Right? And, I'd like to know you know, Jeff, tell us a little bit about your content strategy, your approach, and, you know, what what is your knowledge management practice, and and how do you ensure that your content, is right for your channels? Yeah. A great question as well. So we are KCS shop. We are, just recently a KCS shop within the last year or so. And and if you if you're not familiar with knowledge center support, I would say that's something that, is has been a very effective tool or methodology for us, over this last year and a half. And it has helped us to address many of those knowledge gaps that I just pointed out. Things that people were searching for, and then calling us for or chatting with us to get answers to, we were able to patch those knowledge gaps pretty quickly. But in I would say in whole, content has been probably the primary focus for our team. We knew that there were some issues with content right off the bat and that we weren't able to easily self solve. If frankly, if if we have a strong content practice, and this is true for, I believe, any company that I've been in experience with, all of the tools will begin to work better. It is the oil for those gears and for whether it's chat, bot, the website, you know, the search engine, it you name it. All of those have to be supported by great, amazing, well tagged, well structured content. And so, so as we immediately addressed what is the the the golden, you know, example of of perfect content, we we very early on, in this effort, we we assessed through, you know, a a couple of different methods, what is driving the best search engine optimization? What is driving the greatest click through rate for our customers? What is driving the greatest rating or, you know, helpfulness? And even MPS, we extended it to look at, you know, how our MPS was being impacted in our customer satisfaction. Are users finding the content, the the overall self experience self-service experience, more friendly to them? Are they getting the answers that they need more often? Are we seeing a a dip in the service delivery of all of our channels, phone, chat, etcetera? And so it made it, it made the connection very easy for us to determine as we improve the content. All of those other, indicators began to to move in the directions that we wanted them to. Oh, that's great. And and, Laurel, I know that you've been you've been practicing KCS for a while. Why don't you share a little bit about the knowledge management practice at f five and and how you've you've led that to to help with this omnichannel strategy? Sure. Yeah. It it's interesting because this is, so f five has a very robust and, mature knowledge base and has had it for many, many years. And and so I think that the the word content is is not something that we've necessarily been focused on. We really are focusing on context. And and by, you know what I mean by that is we had a lot of customers that, that interacted with our content, but they still called support. They still didn't get the answer, because and we have we have actual, real life scenarios where a customer will call and say, I am looking for this, and the agent says, here's what you need, and they say, no. That's not what I need. I need this because this is my issue. And the engineer says, well, that's actually what you need even though it doesn't say that. So we're we're we're, those are the the types of things. Okay. We need some con you know, we need to add that context. So we have the content. We just don't have the context in the customer's voice. And that's what KCS really brings to this and and another added element that I think makes it more findable, more, relevant. And and so we started to see our our click through rate, you know, climb and our average click rank too, go go up, you know, or or down, actually, because you want your your results to be in the top three. Right? So, if we can get that context in there, our customers are going to be clicking on those, you know, much more readily. So so that's one area. The other is the data. And and, Jeff, you were talking about this, trying to understand, you know, what are people looking at? And and we actually had just a a very, very recent, opportunity with, the the COVID crisis and everyone going to work from home. And there was this huge surge of very concentrated questions and queries about how do I work from home? How do I get my VPN set up? How do I do all of these things? And so it was it was a great opportunity for us to take all of that demand that our customers were telling us. These are what you know, the the questions that I have and us going and saying, you know what? We already have this content. They just, you know, aren't finding it. Let's put it in there. Let's put VPN. Let's put remote. Let's put, you know or even tune Coveo to actually boost a lot of that content up there because the context was was telling us these stories, which was which was pretty amazing, actually. Yeah. That is. And and it's funny because, you know, you always hear content is king, but in your case, it's really context. Yeah. And, you know, when it comes to context, I do wanna dig into that a little bit deeper. What are some cues that that, you know, if if I'm a knowledge manager, I'm leading a team, and we want we want to add more context. You know, I listened to this webinar. Laurel said we need context. I'm gonna I'm gonna try to do this. What are some ways to to make sure that we can we can do that? Is it is it terms? Is it, you know, what what are some ways that that you've done that? So I think that the KCS practices and methodology is a is a very good answer for that because it gets to the the the people that are working closely with the with the customers. So and it gets that content and content in their context, published in a very timely manner. And timing is also everything as we know. I mean, if we had been publishing, these answers that people were were needing to, you know, ramp up the work from home, thirty days after they needed it, it it we would have lost the opportunity. Right? So so you've gotta get more people capturing knowledge in the context and getting it out there and publishing it. And so following the KCS best practices allows you to do that so that it's in the moment of the, of getting you know, resolving the issues with your customers. So, you know, if you capture that and then you and you solve it, you now have sent published that answer for many, many more customers to, you know, to find, and and then they don't have to call you. So it's it's all of those those known answers that you have. Yeah. And and I I do see it as as being, you know, as close to the customer as possible. So if you're if you're looking at the reports that show that they're using, you know, one word versus another, use the words that they're using to help them find what they're looking for. And I think, you know, context can be both in in regards to the content and also the channel. So as people are, accessing the different channels and interacting with those, having, you know, having context around who those people are, which channels they're using, and how they're how they're wording their their questions in in those channels can really help, propel propel you to success there. Right. I I do want to to kind of ask about the relationship between content and channels. So, so Jeff, with you, I know that you recently, launched a really successful, chatbot experience for your customers. How did you determine, you know, did or did you have to determine which content goes into which channels? So for example, do you have certain content available in your chatbots versus community, or, or how did you approach the content and channel, combination and strategy? Yeah. So we, we we we really did a lot of, search engine analysis on on some of the queries and terms that we were getting, you know, for folks that were coming into the site and, searching for content. Coveo helped us out a a great deal with some pretty robust reporting capabilities. So we've we've leveraged that, extensively in in advance of us, implementing the bot, which just, for us, had been in beta since late last year and officially went live, the first of February, for us. So, so that was a a big milestone for us. And and in in, pulling all of those query reports and understanding, you know, even just to to, add on to what Laurel just said that some great statements there, you know, really developing the context of of what is it the customer is indeed, seeking. What what are the questions that they're asking the most? But not not just in not just in general terms, but in the terms that they were asking them in. And so that helped us to really identify how we would construct the bot experience. And so those workflows were constructed not with a not with a RingCentral lens, but with a customer. RingCentral customer lens ended in leveraging the the queries, the terms, the jargon, the the the acronyms, abbreviations, whatever those things were that we were able to to extract from those, Coveo query reports. And and and then we built the workflow around that. So, allowed us to create a a great data dictionary, which has been now kind of the basis for for ensuring that our customers, you know, regardless of the five or ten different ways they may ask the same question, on on how to forward calls or how to, you know, manage an IVR, We've got the answer for them. We're gonna give them that, you know, that, that AI experience, through the bot. And and I would say successfully, at that, we're we're averaging around, you know, sixty fifty five to sixty percent in the soft deflection rates so that we're seeing, you know, for every for every individual every two individuals that are coming into the chat, roughly one of them is getting their question answered within the bot and and and, you know, only only half of them are are moving on to a live agent. And so that has been a very powerful, yeah, very very very successful, measure for us. But also, you know, luckily enough, you know, went live just before the COVID crisis and and there was this massive shift to work from home. So so we we were able to, you know, to to, I would say, you know, mute much of the volume that we saw. We saw massive spikes in volume from our end users, doing searches, visiting the site, accessing the chatbot, accessing all of our content. Like, everything went through the roof, two and three hundred percent spikes, you know, just within a week in the middle of March when, when the shift to work from home, came about. But, but through our chatbot experience, the chat experience was was marginally impacted. Right? So almost almost, no impact on our our live agents, which was, which was also significant because many of them were transitioning to work from home at the very the very same time. So that as you can imagine, the the logistics of that going on in the background, it helped it to make a very transparent experience, for the customers and keep maintain our service levels at at a high level. So so a lot of, very, I'd say, very successful outcomes that we can be proud of, came out of this. You just from us getting the content right, developing flows that were in the customer context, and and very specific to the to the things that they were looking for the most, and then implementing that bot, channel, capability just, you know, just a few months before things, hit. Yeah. Yeah. And it sounds like, you know, you already had an omnichannel strategy in place, and that really helped you be agile with, you know, bumps in the road, you know, COVID being the biggest one. Right? And so, it's great that you were able to continue to to be able to handle that well. I do wanna go on to outcomes before we get to the q and a, and I would I wanna say that the biggest question that I I wanna start with is, how long did it take for you to start seeing results? Because if there's somebody on this call who, doesn't have a strategy and they're getting ready to, getting ready to start one, what what's that length of time that you can expect to see results? Is it immediate? Do you have to give it some time before you actually see anything? What does that look like? We'll start with you, Jeff. Quick answer is is is almost immediate. Right? It was a a little bit of a mixed bag. Some some right away. Some some took a little bit longer for, for folks to, to to embrace. But, I would say in the in the search engine space where we were able to, we we moved to Coveo, just about two years ago, we immediately saw an improvement in our search and search capabilities, the click through rates, and so forth just because, you know, Coveo does have some great algorithms, not a commercial. But this is, like it actually was really helpful for us. We noticed it right away. We we also had the ability to to tune much more easily. Right? So now you've implemented a tool that you're effectively the master of your of your own success if you can, you know, manage that, and apply the right resources to to to tune and listen to your customers. Secondly, we kicked off a pretty significant content rejuvenation effort. And so, as that content began to be improved, we saw the, the chart to, you know, to move up into the right and very quickly, Through great success of our our knowledge base and and content teams, those guys were building content in a better more efficient way that was in line with what our customers were seeking and the search engine was expecting. And so because those two things were true, now we have this that we're hitting the trifecta of capabilities and success just began to go up and up and up. And we we saw, you know, over three hundred percent improvement in our content view rate within the first nine months. That's massive. Right? Like, Yeah. That's great. I think this is pretty pretty rare for somebody to see that. So we to see that in a in such a short period of time, but but you have to work at all of those simultaneously. They can't be done, individually. And then and then later on as we begin to implement more self-service tools, our social media omnichannel capability became more prevalent as we built a practice around it. So we have a very strong leader there and and she's building a social media practice, which is getting folks realizing that that indeed you can see customer care from RingCentral by just something as simply as tweeting us or, you know, responding to one of our Instagram posts or a, a direct Facebook message. So that now is, is is is a door that's beginning to open and people are starting to to finally understand that those, those avenues were there when they weren't there before. And so we're beginning to see a big spike, you know, double and triple digit percentage growth month over month in our social media, you know, interactions as well. So really great outcomes we're very proud of. That's that's great. Yeah. And and and, Laurel, for you, how long did it take for you to start seeing success, and and what kind of of outcomes are you are you looking at? Yeah. So I I think, echoing what Jeff was saying, we saw things, you know, almost immediately. And and the the one, exciting thing that that I remember, I was just getting started, and people were talking about machine learning and how there's just you know, you just turn it on. And there's really you know, that that we didn't have to do a whole lot, and we were working with our our customer success manager. And she was just saying, you know, this is this just it just works. It just you know? And so it it was pretty seamless. And then we started to get the insights, and I think that was that was the the most powerful part of it where we were seeing, we were seeing customers and how you know, we've never seen them before. They they go to our our, you know, dot com site and to our community site, and then where are they going. And so one of the the biggest things that we saw, you know, fairly, soon after was that people were going to multiple sites trying to find content where because we didn't have it in in, you know, different places. And so that led us down a path to say, we need to unify this content because they're searching for things on our community that's not there. It's actually on our support portal. And so we just launched, something not too long ago where we've combined that and, and we're seeing some some great success there where people are not having to click, you know, around a different site Yeah. And find the contact. We're we're meeting them, like Jeff has said, where they are and and reducing their effort. So so that was really Yeah. That's great. And and I know we're we're coming close to time. I do want to, give the audience a chance to have some of their questions answered. We can probably get to one or two. The first question, let's go with you, Laurel. What what roles on your teams have changed, grown, or completely been transformed because of this, new strategy? Yeah. That's a that's a great question and and it's it's actually, you know, very current conversations that we're having right now and we're starting to plan, you know, what what is it that we need. And I I would say that, one of the biggest ones is is data, is a data analyst, to we we really have a lot of data that we wanna go through and we it's it's so valuable and we wanna make sure it's in front of the right people telling the right stories. And so we need people focusing on the the data analytics, and in in different ways too. So it's it's also we need domain expertise, people that have product knowledge that are also interpreting the data so that we can then provide those the feedback loops to our product teams, to our services teams, to our sales teams, you know, to to marketing. You know, so so that is something that we're we're definitely looking at. And, and also the, the customer experience side and and, you know, developers, web developers, you know, business analysts. So a lot of those to provide more of that business context to, you know, and partner with, our technology services organization to help them drive the customer experience for is not all about content. It's also about the navigation and the meeting, you know, where they are, personalization, making sure that we know what data, you know, to to drive that personalized experience. So those are those are some of the things we're looking at. Nice. And and, Jeff, how about you? Yeah. I'd say in in addition to those, those roles, seem, many of those that Laurel just pointed out, I think, botan dot ai has been a a space where we have, you know, expanded our expertise. I we're, you know, we're looking at, you know, adding a couple of resources there to really focus on ensuring that the AI is, is managed on a regular basis. You know, Laurel's right. It it does just work. It it just as the there is a, I'd say, a level of care and feeding, though, that we found that we we need to provide to ensure that, you know, for new products, for, new capabilities and such, it needs to be initially teached and and taught well. But once you are able to kind of feed in those insights, the AI can take over from there. And we've we've experienced some, like, pretty surprising, I'd say, outcomes where folks, you know, have get received a response that, you know, we didn't we didn't tune that came from, you know, seemingly nowhere. And so and so that it's created a positive experience for our customers. So but but ensuring that we have the right folks to manage those tools as well. And social media. Social media would be the other space I think that we'd have to, you know, think about much more aggressively. Social media is not just a marketing practice. It is it is indeed a support practice. I can see it. I can see us having this same, webinar in a couple of years where we're talking about, you know, support via Twitter being, you know, far greater than than chat and phone. Yeah. That'll be interesting to see how that turns out. Well, unfortunately, this is all the time that we had today. So, Jeff and Laurel, I wanna thank you so much. You you've given us some really great insights. And for those of you who had questions that we weren't able to answer yet, we will be following up with you. Also, we want your feedback. Help us improve, so please complete the brief survey at the end of this session. And on behalf of Laurel, Jeff, and our teams, thank you so much for joining us today, and have a great rest of your day. Thanks so much. Thanks, Bonnie. Guys.