Becoming More Proactive and Efficient
Becoming More Proactive and Efficient
Becoming More Proactive and Efficient
Becoming More Proactive and Efficient
Vice President of Customer Success at restaurant operations disruptor, Jolt, shares how Planhat has driven organizational efficiency and reduced headcount.
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Vice President of Customer Success at restaurant operations disruptor, Jolt, shares how Planhat has driven organizational efficiency and reduced headcount.
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Vice President of Customer Success at restaurant operations disruptor, Jolt, shares how Planhat has driven organizational efficiency and reduced headcount.
Adam Cooney — I've been using a CSP for almost a decade now. I've used Gainsight in the past, and I knew going into an organization like Jolt Software that I was going to need a CSP.
When I first took the role, we had 15 customer success managers, and of our 15 customer success managers, the majority of our work was reactive.
We were doing a lot of support work, billing, invoice work. Our team was primarily working out of Salesforce and so we were using all different types of reports—some being individually created by CSMs—and they were dependent on using those types of dashboards and reports to see if customers needed anything from them.
I have deployed Gainsight multiple times at multiple organizations and the time commitment to do that was very time intensive. Whereas when I joined Planhat, I was able to do it all myself. If I can do it, then anybody in the world can probably do it.
“I have deployed Gainsight multiple times at multiple organizations and the time commitment to do that was very time intensive. Whereas when I adopted Planhat, I was able to do it all myself.”
Adam Cooney — I've been using a CSP for almost a decade now. I've used Gainsight in the past, and I knew going into an organization like Jolt Software that I was going to need a CSP.
When I first took the role, we had 15 customer success managers, and of our 15 customer success managers, the majority of our work was reactive.
We were doing a lot of support work, billing, invoice work. Our team was primarily working out of Salesforce and so we were using all different types of reports—some being individually created by CSMs—and they were dependent on using those types of dashboards and reports to see if customers needed anything from them.
I have deployed Gainsight multiple times at multiple organizations and the time commitment to do that was very time intensive. Whereas when I joined Planhat, I was able to do it all myself. If I can do it, then anybody in the world can probably do it.
“I have deployed Gainsight multiple times at multiple organizations and the time commitment to do that was very time intensive. Whereas when I adopted Planhat, I was able to do it all myself.”
Adam Cooney — I've been using a CSP for almost a decade now. I've used Gainsight in the past, and I knew going into an organization like Jolt Software that I was going to need a CSP.
When I first took the role, we had 15 customer success managers, and of our 15 customer success managers, the majority of our work was reactive.
We were doing a lot of support work, billing, invoice work. Our team was primarily working out of Salesforce and so we were using all different types of reports—some being individually created by CSMs—and they were dependent on using those types of dashboards and reports to see if customers needed anything from them.
I have deployed Gainsight multiple times at multiple organizations and the time commitment to do that was very time intensive. Whereas when I joined Planhat, I was able to do it all myself. If I can do it, then anybody in the world can probably do it.
“I have deployed Gainsight multiple times at multiple organizations and the time commitment to do that was very time intensive. Whereas when I adopted Planhat, I was able to do it all myself.”
With Planhat, we actually were able to reduce the amount of headcount that we had.
I'm now at seven customer success managers and using Planhat, we're able to be more efficient in how we oversee our customer base. I would say we were 80/20 reactive, so we were reactive a majority of our day—and now I can confidently state we're 70% proactive. And, and that's because we're focused: we're determined through our workflows and our tasks to go in there to plan for customers proactively.
Our team now comes in on a daily basis and does daily planning where they will use the Planhat calendar function that show all their tasks that need to be accomplished on a day-to-day basis.
And so they're never wondering like, “what account or what customer do I need to talk to?“ It's there in their actions tab at all times. So on Monday, if I'm coming in, I've got three tasks that I need to accomplish. I need to schedule an account review with this person. I need to do a metrics review here. And hey, I also have a health check in with this customer. They know exactly what they need to accomplish and what it requires to do so, and again, that's building repeatable process—and that's what Planhat does for us.
“I would say we were 80/20 reactive, so we were reactive a majority of our day—and now I can confidently state we're 70% proactive.”
With Planhat, we actually were able to reduce the amount of headcount that we had.
I'm now at seven customer success managers and using Planhat, we're able to be more efficient in how we oversee our customer base. I would say we were 80/20 reactive, so we were reactive a majority of our day—and now I can confidently state we're 70% proactive. And, and that's because we're focused: we're determined through our workflows and our tasks to go in there to plan for customers proactively.
Our team now comes in on a daily basis and does daily planning where they will use the Planhat calendar function that show all their tasks that need to be accomplished on a day-to-day basis.
And so they're never wondering like, “what account or what customer do I need to talk to?“ It's there in their actions tab at all times. So on Monday, if I'm coming in, I've got three tasks that I need to accomplish. I need to schedule an account review with this person. I need to do a metrics review here. And hey, I also have a health check in with this customer. They know exactly what they need to accomplish and what it requires to do so, and again, that's building repeatable process—and that's what Planhat does for us.
“I would say we were 80/20 reactive, so we were reactive a majority of our day—and now I can confidently state we're 70% proactive.”
With Planhat, we actually were able to reduce the amount of headcount that we had.
I'm now at seven customer success managers and using Planhat, we're able to be more efficient in how we oversee our customer base. I would say we were 80/20 reactive, so we were reactive a majority of our day—and now I can confidently state we're 70% proactive. And, and that's because we're focused: we're determined through our workflows and our tasks to go in there to plan for customers proactively.
Our team now comes in on a daily basis and does daily planning where they will use the Planhat calendar function that show all their tasks that need to be accomplished on a day-to-day basis.
And so they're never wondering like, “what account or what customer do I need to talk to?“ It's there in their actions tab at all times. So on Monday, if I'm coming in, I've got three tasks that I need to accomplish. I need to schedule an account review with this person. I need to do a metrics review here. And hey, I also have a health check in with this customer. They know exactly what they need to accomplish and what it requires to do so, and again, that's building repeatable process—and that's what Planhat does for us.
“I would say we were 80/20 reactive, so we were reactive a majority of our day—and now I can confidently state we're 70% proactive.”
So when, when you think about organizations who want to accomplish proactivity. You can't unless there's repeatable process. And so what Planhat Workflows does for us, what our Automations do, what our Sequences do—is build repeatable process. And what we expect our CSMs to do on top of that repeatable process is to execute.
Our gross revenue retention was 81% and we grew it to 86%. That's a huge growth. That's a big jump in gross revenue retention.
“Our gross revenue retention was 81% and we grew it to 86%. That's a huge growth. That's a big jump in gross revenue retention.”
So when, when you think about organizations who want to accomplish proactivity. You can't unless there's repeatable process. And so what Planhat Workflows does for us, what our Automations do, what our Sequences do—is build repeatable process. And what we expect our CSMs to do on top of that repeatable process is to execute.
Our gross revenue retention was 81% and we grew it to 86%. That's a huge growth. That's a big jump in gross revenue retention.
“Our gross revenue retention was 81% and we grew it to 86%. That's a huge growth. That's a big jump in gross revenue retention.”
So when, when you think about organizations who want to accomplish proactivity. You can't unless there's repeatable process. And so what Planhat Workflows does for us, what our Automations do, what our Sequences do—is build repeatable process. And what we expect our CSMs to do on top of that repeatable process is to execute.
Our gross revenue retention was 81% and we grew it to 86%. That's a huge growth. That's a big jump in gross revenue retention.
“Our gross revenue retention was 81% and we grew it to 86%. That's a huge growth. That's a big jump in gross revenue retention.”
And I heard some interesting things here. Talking to a couple other leaders. They're forecasting two quarters in advance. And we're looking at a quarter in advance, which is by far a huge improvement than where we were previously—because we weren't looking forward at all.
And so it gives me a lot of hope to understand like, “Hey, we're moving in the right direction”.
We're forecasting a quarter in advance, but now I want to move forward and keep pushing and say, okay, “now how do we forecast six months in advance?”
And I heard some interesting things here. Talking to a couple other leaders. They're forecasting two quarters in advance. And we're looking at a quarter in advance, which is by far a huge improvement than where we were previously—because we weren't looking forward at all.
And so it gives me a lot of hope to understand like, “Hey, we're moving in the right direction”.
We're forecasting a quarter in advance, but now I want to move forward and keep pushing and say, okay, “now how do we forecast six months in advance?”
And I heard some interesting things here. Talking to a couple other leaders. They're forecasting two quarters in advance. And we're looking at a quarter in advance, which is by far a huge improvement than where we were previously—because we weren't looking forward at all.
And so it gives me a lot of hope to understand like, “Hey, we're moving in the right direction”.
We're forecasting a quarter in advance, but now I want to move forward and keep pushing and say, okay, “now how do we forecast six months in advance?”
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