Bianca Ker — The skills that it takes to sell a product are definitely different than the skills that it takes to help truly educate in a deep way and evangelize the product over a long period of time. Trying to mash all of those things into one organization and too many KPIs isn't good for the customer. I don't wanna try and make my Customer Success Managers (CSMs) salespeople and hunters, and I don't wanna try and make my hunters CSMs. They're different people, they've got different skillsets and I think it's done really well because it actually makes the customer happier. Things that don't make the customer happier, don't last very long, basically.

Tracy Shouldice — In our case, the burning platform was retention and churn. We did some data analysis and we had three tiers of our commercial customers. The bottom tier, the long tail tier the churn rate was in the high teens, in some regions, low teens and others. So it's 15 to 20%, let's say, of those accounts. You're losing them. And we didn't know why. We had no handle on why we were pretty sure it was predictable and something we could do something about, but we needed people who cared about that versus letting them go and then trying to sell to new customers. It's like you're trying to bail a boat that's got a hole in the bottom with a bucket, and water just keeps coming in. So it was more about retention, but now that we're starting to mature, we're also seeing CS as an engine for expansion and obviously renewal.