Opening Keynote: Winning the Hearts, Minds and Wallets of Customers Using Artificial Intelligence
Join Founder & CEO Krishna Raj Raja as he presents the opening keynote for the Definitive 
Conference for Support Experience. This keynote emphasizes the importance of customer experience and the real-world impact of business intelligence. Krishna is joined by incredible leaders from Certinia, Basware, and HPE as they tell their success stories.
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(audience applauding)
First of all, I'm very humbled and honored
to give the opening keynote
for the first in-person conference for Support Logic.
We've been passionate about support experience,
a constant of support experience for years.
And we knew that in order to change the industry,
in order to make an impact in how people look at support,
we have to create a movement,
we have to create a category.
And that's what really inspired us to start
SxLife community and the SxLife virtual conferences,
which we've been doing for the last two years,
and numerous city tours that we've been doing
for the last two years as well.
But as Joe mentioned in the beginning,
we, our original plan was to do this
as an in-person event.
We firmly believe the chemistry, the connection,
the learnings, the interaction that you get in person
is not comparable to any virtual event.
So we're super thrilled and excited
that we're doing this in-person event
for the very first time for the company's history.
I want to start my keynote with
the founding story of Support Logic.
So this is the actual whiteboard that we scribbled
many, many years, just few blocks away from this building.
Support Logic was founded in 2016
in downtown San Jose, just a few blocks away
from where we are right now.
And this is the actual whiteboard that we scribbled,
original concept idea for support logic.
So we had founding pieces for the company.
We firmly believed in three things.
We firmly believed in these three things
very, very early in 2016.
So what did we believe in?
The first and foremost that the firm belief
that we have as a company is we believe
that experience is everything.
We firmly believe that companies that deliver
outstanding experiences are going to be the winners
in the long run.
There are companies which can do relatively well
for a short period of time, maybe you have a great product,
maybe you have a great market fit.
But for you to survive and sustain in the industry
for a really, really long time,
experience place in a very important role
and we firmly believe in that.
The second piece is for Support Logic,
which may seem counterintuitive for a few,
but hopefully not for this particular crowd.
We firmly believe that support
is a revenue center.
It's not a cost center.
And time and time again, we see many, many companies
treat support as a cost center.
They treat it as, ah, it's something I need to have
to prevent engineering and producting
to be bombarded with questions.
I'm going to put a firewall in front of the company
and that's supporting.
That's how many companies perceive.
But with time they realize it's actually not more than that.
Support is actually a revenue center.
If you really listen to your voice of your customer
and pay attention to it, it's going to be a revenue center.
But last but not least, in 2016,
we thought the AI technology has arrived.
Now, technology industry moves at a lightning pace, right?
So six years or eight years in industry,
it's a long time.
I distinctly remember in 2016,
AI was not mainstream news.
Today you see AI in all mainstream news.
It's the talk of the town.
Back in 2016, it's probably a footnote
in any technology website you go to.
It was not mainstream.
But we saw the promise of artificial intelligence
back in 2016.
A lot of companies today are surprised
by the capabilities of what Chachipity does.
You're very, very surprised by what OpenAI is doing, right?
But for us, it is not a surprise.
We saw the trend line back in 2016.
In fact, some of the foundational capabilities
that you are getting from Chachipity and OpenAI today,
we experimented with it in 2016.
So we knew where the industry was going.
So it's not a, for us, it's an evolution.
It's not a revolution.
So this was the founding thesis.
And when we actually embraced AI,
as early as 2016,
we started using this technology called BERT,
which is a precursor for GPD,
which is what Chachipity is powered by.
So we saw the promise of BERT.
But more importantly,
we felt like this is the right technology
for the right problem.
Often companies focus on technology
and forget the purpose, what they're trying to accomplish.
You have to have a right match between technology
and the problem that you're solving.
And we felt AI was the right technology at the right time.
So I see the industry in a very different lens.
I've been in the support industry since 1999,
and I've seen a few decades
of how the support industry has evolved.
My first support, CRM was Sibil,
and I've seen how Sibil has transformed
into service cloud,
and now people are using Freshworld Sendisk,
and we're in a different era right now.
But I also saw transition of every aspect of your business.
Back in 1990s, SQL was the hottest technology.
A lot of applications was built around SQL, right?
Business applications were built around SQL.
Back in 2000s, it was about all about the web.
Everybody is in Silicon Valley knows all the hype
that happened in the web in 2000s.
In 2010, it's Web 2.0, it's big data,
it's mobile computing, all of that.
Now we are in the AI era, clearly the AI era.
But also the way we're storing data,
the focus was on structured data before.
And then in that transition from structured
to flexible schemas,
one of the key innovations that Salesforce did
in the industry is making this schema extensible.
It's not a fixed schema,
you can extend it to your business needs.
Then it became semi-structured data in the last 15 years.
Now we are the very first time in the industry,
we have technology to process unstructured data.
The way we develop software has changed,
the way we sell our software has changed,
the way we license our software has changed,
the way we grow our business also is dramatically changed.
We used to do sales lead,
everything is around sales lead.
There's a reason Salesforce is called Salesforce
because everything revolves around sales.
And then that transition into marketing lead
when the internet opened doors
to entry point into many customers,
they became product lead.
And now we're moving to the industry
where support lead or service lead
is going to transform the industry.
This is the natural evolution of what we see in the industry.
So clearly we move from SQL era to SAS era
to Web2.0 era and now we are in the Intelligence era.
And that's why this conference exists today.
It's about support,
but also about how artificial intelligence
can be leveraged for support.
So one of the core things that adds support logic
from the early days, what it'd be focused on is
we fundamentally believe
that every customer conversation has intelligence.
But you need to know how to find those intelligence,
how to harness that intelligence
and how to do that at scale.
So this is a regular day in a support,
some Hennapi customer, some apologetic
support engineer, what's new?
When I've done that, I've done support,
I've done escalations.
Almost every customer I've spoken to has been an happy.
Right? So what's new?
What's new is that within the language
the customer uses, there are hidden signals
and there are thousands of hidden signals you can get
if you use a right language analysis on those signals.
This is what foundationally we do at support logic.
So let me run through the animation.
So this is just a simple email conversation
between a customer and a support engineer
with technologies powered by AI,
natural language processing,
we can extract plethora of signals.
We're not just talking about negative sentiments
and positive sentiments,
we are talking about deep sentiment analysis, deep signals,
lack of progress, frustration, dark condition gap,
critical issue, urgency, profanity, confusion,
sound and so forth.
But you don't stop there.
There are signals about your product,
very, very specific to your product ecosystem.
We can extract signals about what technology
the customers are using, what browser they're using,
what operating system they're using,
what speak version number, firmware version number,
so on and so forth.
But also we can extract signals from howbound communications.
At any point in time in your organization
there are multiple people in different departments
or in constant communication with your customers.
Are these folks saying the right things to the customers?
Are your customer facing people?
Are they have empathy? Are they being polite?
Are they moving the conversation forward?
Are they having a meaningful interactions
with customers or is just going back and forth?
Natural language processing technology
allows you to extract the signals.
So we call it as agent signals.
Our definition of agent is broad.
It's not just about support agent,
it's anyone who's interacting with customer
on a big office in agent.
But it's not sufficient to extract the signals.
You have to maintain context of the signals
across conversational boundaries.
This is absolutely crucial for any business
which is serving other business.
If you're a B2C, it's a different story,
in a B2B environment,
absolutely essential that you have context.
Context is everything.
Because you're not interacting with the customers one time.
Your interaction with the customers
is a continuous journey.
Even though your customers may be interacting
with different people within your organization
during their lifetime,
switching together all the context together
and having a unified be was very important.
So we do many context stuff.
Sentiments go, attention score, account health score.
What is the quality of interactions
that your agents are having with your customers?
What's the likelihood the customers going to escalate?
What's the likelihood the customer will churn?
Who's the right subject matter expert within the company
who can handle that issue?
We can extract all of this context
and provide contextual intelligence.
To top it off, with the advent of journey BI,
now we can do summarization.
We can summarize all of these conversations.
Thousands of conversations you're having with your customers,
but what is the net summary of it?
What is the health of my account?
What do I, the five things I need to buy an account
when I go talk to an account?
That we can do summarization.
So we're not just talking about case level summarization,
we're talking about account level summarization.
We're not just talking about the interactions
within the case data,
we're talking about interactions with email or phone calls
or zoom calls, what are maybe the mode of communication.
This is the founding mission of support logic
and it's still the founding execution
of what support logic does every day.
So let me elevate the picture a little bit.
So today, if you're looking at your post sales interactions,
you are capturing them in siloed systems of bracket.
Some of these conversations are in your CRM system,
some of them are in your messaging system,
some of them are in voice conversations,
maybe you record those voice calls
or you transcribe them or you don't.
Some of them are in your survey responses
from your customers
and some of them are in your customer success platform.
And then this is David up in your organization today
between onboarding, support, product teams,
services teams, success teams and education.
There's a lot of different silos within your organizations
which are capturing this interaction data.
And in many cases,
they are in even siloed ticketing system,
not even a centralized ticketing system,
they are in different parts of the ticketing system.
To add more complexity,
we are interacting with customers in different channels,
email, portal, chat, voice.
If this is not enough, now we added more complexity.
Now you can interact with your customers
with an human agent or you can interact
with your customers using a virtual agent.
Chatboards a year.
Chatboards are not going away,
you're going to interact with your customers,
whether it's marketing or sales or support or survey,
there could be chatboards that are interacting with your customers.
So the key thing here is,
are you listening to your customers?
What are you doing to monitor your customer interactions?
What are you doing to understand what the customers are telling you,
whether they're telling to an human agent
or they're telling to a virtual agent?
This is the vision of support logic.
We are a monitoring layer, we are an observatory layer.
Doesn't matter what system of record you use,
doesn't matter what telephony system you use,
doesn't matter which functional group is doing it,
doesn't matter whether you're using a bot or a human being.
You need to listen to the voice of the customer.
This is foundational.
If you don't listen to your customers, what are you building?
Great companies in the history have perished
when they don't listen to the voice of the customers.
This is the biggest threat businesses face today.
This is what fundamentally every customer is fighting.
How do I stay relevant with my customers?
This is the founding, founding principle of what we do
at support logic and we formally believe in that.
Today specifically, I'm going to talk about forces
that are impacting our business.
Artificial intelligence is a very disruptive force
and we're going to talk a lot about artificial intelligence today.
The second force is we just moved from
a perpetual licensing model to a subscription model
which had a tremendous impact in how you retain your customers,
drawn all of the challenges and now we're transitioning
into a usage-based pricing model.
In fact, artificial intelligence is forcing a lot of companies
to really think about usage-based pricing model.
This has impact for your post-ale stream.
Why?
Previously, when you were selling first perpetual licenses,
an happy customer, not an issue.
You sold the licenses, you made your money,
you're moving on to the next customer.
In subscription model, you need to worry about a customer
at least once a year before renewal, right?
You want to prevent that churn, the dreadful churn,
you want to prevent it.
With usage-based, you need to worry about a customer every day
because if your customers are not using a product,
not only your adoption suffers and you enter into a churn risk,
you're not getting paid, the usage stops, collection stops.
So this is the fundamental transformation industry
that's tremendous impact in how you need to think about support,
how you need to think about your post-ale operations.
The last force that has been more recent in the industry
is efficient growth.
Companies across the globe,
the risk of which size it is,
whether it's a public company with a trillions of dollars
of valuation or a small startup just getting off the ground,
across the board, there is pressure to do efficient growth.
Silicon Valley is known for growth at any cost, right?
That news has changed in the last few years.
It's about efficient growth.
So when you are talking about efficient growth,
you think about not only top line, top line with the bottom line.
The combination matters, how efficient it matters.
And experience is a crucial part of all of this.
If you don't deliver a great experience to your customers,
your customers are going to churn,
go to a different company that provides a better experience.
If your experience is subpar, usage adoption is subpar,
so which means you're not getting paid enough,
so it has tremendous impact in all of this.
We found this thing believe that support experience,
the glue that connects all of this.
I'll explain how why this is a glue that connects all of this.
So let's start with experience a little bit.
Only 2000, the differentiation for a company is,
we are in the cloud, so we're different.
That's your mode.
Being the first person goes to the cloud became a mode.
A lot of companies on-prem's software and solution
meant to the cloud as a differentiation.
Oops.
Second one is data became a differentiation.
Then AI, now we are in the era of,
let me build this out, era of experience.
So it's no longer sufficient that you have AI technology,
no longer sufficient that you have, you're a cloud business,
no longer sufficient that you have a lot of data.
Everybody has data, everybody has access to AI.
The differentiator in the long run is going to be experienced.
So the way we see this, support experience is one single
investment that you can make that lifts multiple boats,
prioritization.
When you invest in support experience,
you're automatically improving your product experience.
Products are changing and evolving at a much
furious space right now.
Software is getting released every few weeks,
every few months.
So there will be issues in your product.
You have to elevate your support experience
to improve your product experience.
Support becomes the brand experience for many companies.
If you are a company that does product-led growth model,
which means your customers try your product
before they buy it,
the first person they're going to contact in often this case
will be support.
And if that experience is poor,
your brand experience is impacted straight away.
The other connection many people don't realize is
that support experience impacts your employee experience.
The most stressful companies are the companies
that handle escalations every day and impacts the stress
levels, not only your support staff,
your engineering staff, your execs in the company.
And people quit, they don't want to deal with that stress.
There is statistics that shows a strong correlation
between escalations and attrition.
Right? So this actually is an investment in your employees
as well. You want to read the stress levels.
Everybody wants to do real fun stuff.
They don't want to deal with unhappy customers all the time.
So this one single investment brings benefits
in multiple different departments.
And overall, you're elevating your customer experience.
But it doesn't stop there.
What about your CFO?
Your CFO cares about some very important financial metrics.
Rightfully so, in the era of efficient growth
that we are in right now,
they care about net dollar retention,
they care about operating margins,
they care about your lifetime value,
they care about the rule of 40.
Rule of 40 is a rule many CFOs use,
which basically says that your growth rate and your margin,
if you add them together, should be greater than 40.
And if you're below rule of 40,
stock market doesn't reward you today.
In fact, in the recent past,
if rule of 40 became rule of 60,
so the bar has gone up even more.
So the support experience investment you're making
improves your net dollar retention.
When you have happy customers,
likely the renewal goes up.
Your margins become better because you're fewer people
to service a lot more customers at scale.
And you're not firefighting all the time
and wasting your sources on firefighting.
Your LTV goes up because the biggest referral
for your business is your happy customers.
So investing in support experience,
you're investing in your acquisition cost,
customer acquisition cost, and rule of 40.
So this is what we are seeing,
and this is why it's not a surprise for us
that many, many companies have started a lot of priorities
on improving their support experience,
including what many would consider as companies
which are laggots in the industry,
or waking up and realizing this is something
they need to invest in.
So we looked at a Gautner study,
the chart on the right-hand side is a study from Gautner
that shows what are the top priorities for businesses
in a very broad category of digital technology investments.
And this was a very recent study in June 2024.
What is on top of mind for CIOs in any business?
The first two categories that came in the list
was we want to improve the margins.
At the same time, we want to improve our customer experience.
Now, this may seem very counterintuitive.
What you're talking about, I need to improve margins,
and also retain customer experience, how can you do it?
Right?
This is possible with a technology-like support experience.
When you are investing in support experience,
you are improving your margins,
you're also reducing your escalations,
you're focusing on more happy customers,
it fixes both problems, and this is why this has become
a conversation for CIOs.
It's no longer a conversation just for CIOs.
It's a conversation for CIOs, it's a conversation for CFOs.
BCD did a study recently and they looked at,
"Okay, this is so important for businesses,
and AI technology has arrived.
Where do we apply AI technology?"
And if you look at the slides, this is pretty dense.
And we didn't change the formatting of this,
just kept it as it is just to show the density of things
you can do in support.
This is just looking at support.
We're not talking about general post sales operations.
There's so much stuff to do.
Most companies are picking what are two of these use cases.
They're not looking at all those use cases.
And you're going to get a lot of value,
even investing in one of those two use cases.
But as an industry, we are playing early mix.
There's a lot more to do in this industry.
A lot more efficient to be gained,
a lot more advanced to be made,
we're just scratching the surface.
So clearly, we're going through an AI cycle.
I don't think anyone in this room is trying to argue with that.
But for every hype cycle, there is a little bit of truth in it.
Hype doesn't happen without absolute truth.
There is some truth in it.
But we have to be very, very careful about the realities of the truth.
So this is the Gartner's hype cycle.
I'm only highlighting four different things in this hype cycle.
Genibii, lot of inflated expectations last year.
And people are waking up and realizing,
"It's not as easy as we thought.
It's not as straightforward as we thought."
People are realizing that there's a lot more workpiece to be done.
AI engineering as a field is creatively new.
If you're building applications internally,
you don't have all the tools necessary to solve the problems you need to solve
today.
So this is why building applications is very hard.
AI application is very hard.
The more mature side is large graphs.
And this is the technology used in search engines.
This is the technology you're going to see in our demo later,
how you could use technologies like RAG and knowledge graphs
to retrieve information and sell the right content to the right person at the
right time.
And internalizing applications are basically applications where AI is infused
seamlessly.
Those are on the mature side.
We have been using AI infused applications for a while
and we didn't even realize AI has been infused into it.
We have that.
But we need to be a little skeptical and cautious about generative AI solutions
There's a lot of potential, but also there's a lot of unknowns at this point.
This is one of the way I look at AI technology in general.
We all have an access to a very, very powerful engine today.
This engine can do a lot.
A lot of promise.
It's getting powerful by the day.
We all have access to a Ferrari. Forget it. Small engine.
We have a Ferrari engine right now with this.
But guess what?
Ferrari engine doesn't drive by itself.
What we need to do as an industry is build a car.
To build a car, you need to think about tires, brakes, seat belts, headlights,
head conditioning, steering wheel, radiator, sawn and so forth.
It's complex engineering.
It's very tempting to think about an engine and think the engine is the product
The engine is not the product.
You can put a small wrapper on the engine and make a toy car.
But toy cars don't do thousand miles.
They don't last your lifetime.
We need to build a reliable car that can do the distance.
That's engineering.
That's classic engineering that is not going away.
This is what a lot of companies are realizing.
Whether they're building products internally or even vendors who are new to the
space.
We're just starting out and drinking this hype about AI and they're realizing,
"Oh, there's a lot more engineering than needs to be done."
Not easy as you think.
There is a reason we call large language models as large.
There's clearly a large impact.
Clearly, it's very disruptive to the industry.
But also there's large cost and large risks.
If you don't put the right security controls and plays, data privacy controls
and plays,
it is a huge risk for companies to use large language models.
There has to be conscious, intended way of using your LLMs.
This is why CIOs are coming into the picture because they care about security.
They care about data privacy and they want to do the risk mitigation.
But that's not the only uncertainty with large language models.
There's a lot more to it.
What about real-world impact?
What about ROI?
Trillions of dollars are getting invested in artificial intelligence and large
language models in the recent past.
But it's unclear whether we have received $1 worth of ROI.
A big question mark.
We are investing this money right now with a promise.
But the promise needs to deliver results.
We need to think about quality and consistency.
AI models are not just sudden-stone functionalities.
They're like, "You do an AI model and you're done for the rest of the life."
They need to be constantly nurtured.
They need to be taken care of.
It's like your engine.
You need those regular maintenance.
You need to think about how this AI technology seamlessly blends with your
business processes.
You need to think about how AI technology doesn't stick as a sore thumb
and is seamless with your adoption of your teens.
That requires a lot more work.
It requires subject matter expertise.
It requires engineering skills, not just technological skills.
Not surprisingly in the industry, a lot of solutions that you are seeing,
I would classify them as demoware.
It's a chat GPT wrapper.
You can do demoware.
I'm sure some internal employees in your organization have shown you some demo
ware.
I've seen that.
It's a toy car.
It's great for a proof of concept.
It doesn't drive the distance.
Then you also seen banders pitching vaporwares.
This is coming soon.
It's coming in the next two years.
A lot of promises.
Again, there's an element of truth in all of that.
I don't want to disregard that truth.
There is an element of truth.
But very few products are there, what I would call it, the real wares,
which produce real impact.
This is why the study on the gartner on the right-hand side basically says the
number one barrier for
implementing AI is people don't know how to estimate the AI value.
They don't know how to -- the technology works.
There's a lot of uncertainties.
That is something we are all overcoming as an industry.
We took an intent approach in this conference.
We decided when we were to do this conference in person, we had support logic.
We said let's cut through the hype.
This conference theme, if I had to summarize it, let's talk about real world
results.
Let's cut through the hype.
Let's talk about real world results.
That's what we are going to do the rest of the day.
I'm going to invite some guests on the stage today.
We have achieved really great results with AI technology.
But rest of the track that we are going to talk about today, it's all about
real world impact and real world results.
We are going to do a product roadmap today.
I gave the guidance team saying don't show anything that is not coming out in
the next 90 days.
That's all we are going to show today.
We don't know what we should demo where.
We want to show stuff that's coming out.
Very tangible.
First thing, I want to play this video.
One of our recent customer entities, I want to show how they are looking at AI
because we are talking about real world results and real world impact.
Let me play this video for you.
Add entity data.
We are building a gen AI and digital enterprise.
It's AI for us.
AI for our products.
AI for our customers.
When I say AI for us, it is basically making sure that we as entity, with our
technology solutions business today, we are supporting over 7,000 clients, over
2 million assets, over 60 to 100,000 tickets a year.
This is complex.
What we are using is some of the latest technologies.
We gen AI, data, analytics, actually help us drive innovation, drive the impact
and make sure that having scalable services across the world.
We use our data and then we make a choice between build, buy or partner.
In this case, support logic, they are a great technology or a platform that can
help us drive quality.
So what we have done in the current case with support logic is to embed the AI
quality assistant back into our systems.
That will then help us to make sure that we are driving the change, making it
more human centric, making it more safe, making it more reliable for our
clients than to consume the technology.
At the same time, help them improve the experience as we deliver the services.
That's Dilip Kumar, who is the Chief Digital Officer right now.
I think he is a Chief CIO of entity data.
He is talking about how he is looking at AI holistically.
Support logic is a partner, very leveraging support logic, but also looking at
AI in a much more bigger holistic fashion.
Unfortunately, he couldn't make it to the event. We have someone from entity
attending today, but we have a great partnership going on with entity.
But that's just a tip of the iceberg.
The best companies have been in early rotors of AI.
Despite all the hype that we are seeing in industry, companies have been using
AI for years.
These are some of the companies to have adopted AI.
We have some companies which have been showcasing real-world impact for, I
would say, six years for now.
We will talk about that very, very soon.
Why these companies are looking at AI? Why is innovative companies looking at
AI?
Fundamentally, it boils on to the point I was making earlier.
This technology can reduce your operational costs, increase your attention
numbers, while protecting customer experience.
We are all as a support professional. We care about customer experience.
We don't necessarily think about retention numbers, not all the time.
We don't necessarily think about operational costs, not all the time.
We care deeply about making our customers happy.
But here is the first time there is technology that can do both.
It can cut costs and also make your customers happy.
It's a technology that can protect revenue and also repeat it grow revenue.
With that, first I would like to invite Jenna Koons from Sotenia.
Can I please turn on your stage?
That's with her.
Jenna, I was talking about real world impact and real world results.
For folks who are not familiar with Sotenia, tell us a little bit more about
the company and your role there.
Yeah, for sure. Hello everyone. Great to be here.
I lead our support organization globally.
Sotenia is a -- we build professional services, customer success, and ERP,
built natively on the Salesforce platform.
We have about 1500 customers.
Some of you are here in the room today, which is great to see.
Philips, Dell, Informatica, HPE, and many more.
Awesome.
You are a relatively new customer of support logic.
Tell us what you have achieved with support logic and what was the story, why
even support logic came in your radar.
It's a great question.
Like many of you in support and customer success and many of these spaces,
we were struggling to sort of get ahead of the issues that we were encountering
We were in a constant reactive cycle.
We really wanted to take a step back and look at where were our challenges,
identify the core issues.
We set out to build a people process technology framework, if you will.
There are other elements outside of tool enablement that we looked at.
We wanted to make sure we had clean handshakes and between our structure,
I like the slide that you showed with the onboarding support, professional
services,
customer success, head services, customer experience, all of those teams
operating in sync.
That's the way we viewed it as well.
We wanted to build a structure that worked for all and encompassing the rest of
the business,
product, engineering, and other teams.
Once we had that sort of foundational piece and handoffs and frameworks and
methodologies in place,
then we realized, well, we're still not quite there.
We still are a bit reactive in how we're approaching issues and escalations,
and by the time something hit our radar, it was almost too late.
By that point, you have caused some reputational damage in some cases
and lost credibility with the customer, and by the time you're getting a CSAT
or an NPS score,
it's a lagging indicator.
We needed to get in front of it, and that's what led us to support logic.
We implemented it about a year ago, and it's been a phenomenal experience for
us.
Tell us about the results you achieved.
I have it on the screen.
These numbers are actually just this year.
30% year-over-year escalation percentage rate versus our total case volume,
28% decrease in time to resolve, and 4.5 out of 5 on our CSAT scale.
So, Jala, you mentioned this offline to us, that this eventually became a board
room conversation?
Yes.
So, can you tell us how this became a topic of conversation at the boardroom?
It was so exciting for us to share this success story because the ROI is
definitely there.
And so, for us to share the positive trend line relative to all of these
numbers,
and particularly our escalation rate, it enables us to operate far more
efficiently and effectively
and focus on elevating the customer experience.
That's something obviously our board and our executive team are keen to stay
focused on as a business priority for us.
I love that, and always felt that support and customer success needs a big
presence in the boardroom.
We do this in our boardroom.
We give updates on the support side, but generally board is so used to focus
only on sales and growth,
and I think that mentality is shifting now.
Absolutely.
Because realizing that retaining customers and protecting revenue is so
important,
and the biggest revenue source is your existing customer base once you're at a
certain scale.
So, there's definitely so glad to hear that on the boardroom slide.
Yes, absolutely.
And it yields tremendous business results overall,
and leads to retention and other aspects of the business.
So, it's well above support.
Yes, so, just one last question, Jenna.
So, what's next for Sartiniya?
And how are you seeing you achieve great results in this year?
What's next for you?
You know, but if in terms of business priorities, you know, we'll continue to
focus on our people,
our customers, and of course, operational efficiency and productivity.
We'll always remain a focus area.
I think also for us, relative to support logic, we are evaluating and extending
that capability
into our customer success base now.
And so, here with me today is actually our customer success VP, as well as our
leader of our renewals
and our digital customer success team.
So, we're working together to try to figure out how these signals are working
across a broader spectrum for our business.
Yeah.
Pleasure having you, Jenna.
Thank you.
I appreciate it.
[applause]
Next, so, let's invite, Arnold.
Arnold is coming to us from all the way from Amsterdam.
And so, he told us he's a little jet lag.
Hopefully, not to get lag.
Oh, I'm sorry.
I'm sorry.
I'm sorry.
I'm sorry.
[applause]
So, now, Basra is probably a new brand name in the US.
Tell us a little bit about the companies, companies history.
What are you guys doing?
Yeah.
So, Basra is an accountable automation solution provider.
We...
No, I'm...
microphone is working now, I guess.
So, an accountable solution automation solution provider.
Actually, we also utilize AI and machine learning to provide touchless invo
icing solutions to our customers.
We have also many customers and a few of them are very well known brands like,
for instance, Heineken or Sony Music, Mercedes-Benz.
Mm-hmm.
And I've been with the company for 14 years.
In all those years, I've led multiple teams in, for instance, professional
services, but also in support.
And in my current role, I'm heading the support organization for the North
America region as well as for the APOC region and our partner teams.
Okay.
On our...
So, you became a customer of support logic, a believer a year now?
A year, correct.
Yes, we have a life for a year.
So, tell us about your journey with support logic and more importantly, what...
what drove this initiative for having support logic in place?
And...
And my understanding is that Bassware is owned by a private equity firm.
Correct, correct.
They need to...
to that point indeed.
Two years ago, we were acquired by a private equity investor, AKKO.
And since then, we've been one of the largest AKKO portfolio companies.
One of the good things that AKKO brought us to us was the contact...
the focus on our customers.
Actually, in that journey, also the support organization has massively changed.
We have transformed our support organization for my...
yeah, for a relative classic tier, that's our first line, second line.
Third line support organization into a regionalized customer centric support
organization.
Mind you, that was quite a big, big change for us.
Within support organization, almost 70% of our staff actually changed the solar
line manager.
So, as you can imagine, that was quite a change for us.
Was the Bassware all being obviously in a subscription business, or was it a
transition to subscription business?
Correct.
So, a Bassware itself is actually quite an old Finnish-based company.
So, it originated from Finland.
Actually, next year, we're going to celebrate our fourth year's anniversary.
So, it's a really old company, if you like.
And in detail, obviously, over the old years, we've been there with a perpetual
licensor based,
and over the last few years, we also made a change to the SARS business.
Okay.
So, yeah, it's been a journey as well.
Did that happen to impact on your support operations, the pivot to your
subscription business?
Correct.
So, we had to focus further on the customer experience.
And indeed, that was also something that we realized when we made the
organizational change,
but that wasn't good enough.
We also needed technology change.
So, that's obviously where we started to look into AI-based technology, and
decided to implement
support logic to help us in that journey to become more customer-centred.
So, a lot of the material results, and I was astounded by what you accomplished
We've been touting escalation reduction in the range of, at the low end, like,
15% to 60%
which was else for us.
I was amazed to see that you've produced escalation by 80% to 80%.
So, can you walk us through your results?
I think definitely, yeah, like the results show it's been a very good journey,
the experience
for us.
Working with the support logic has been very, very pleasant.
Actually, I can even state that it's been instrumental in the success of the
support organization.
Basically, we went live almost a year ago, and when we started to measure the
customer sentiment,
since then, for our strategic customers, we've actually saw that 72% of those
strategic customers
actually have improved customer sentiment.
And we also have a segment of VMP customers, which is, which actually
constitute over a million plus
ARR.
And in that segment, we even have 93% of them have one improved more
importantly, because
for many of the support organizations, and the important one is the escalations
Obviously, we've mentioned today as well already that the escalations are
relatively expensive.
And in the U.S. region, so in other words, my responsibility, there we have
seen a reduction of 80% of escalations.
That was all due to, obviously, with the help of support logic, we've been able
to implement
a good set of rules with some processes around it to catch those escalations
early.
And that has proven to be very worthwhile, as you can see.
So, we always say this, right? And the veterans in the support industry always
will say this.
It's always people processing technology. It's not just technology, it's not
just process, it's not just people.
It's a combination working in unison.
Can you tell us about, you were telling me offline about products centric
support versus customer centric support?
Can you tell us a little bit more about it? Because I thought that terminology
was pretty interesting.
Yeah, indeed, indeed. So, like you said, we were focused on products, so we had
specialists around the product.
In our society, all the decades of support that we already had, we wanted to
shift that to that customer experience, the support experience.
And as I said, the combination of technology together with a better
organization, that proved to be a very powerful combination.
And that led to that, already leads to success. And mind you, we're still on
the journey.
We don't consider that we're already on the platform, we still have a long way
to go, we still have other functionality to implement.
Yes, and obviously we're definitely going to keep on going.
Do you have any advice for folks who want to make an impact like this? What
would you recommend?
Yes, I would obviously focus on obviously making your organization ready for
this,
focusing on the right metrics.
And, admittedly, we had done homework already to get a good set of metrics in
place.
So, we knew which metrics we want to improve and want to work on.
Then, obviously, try to actually use those metrics to showcase in your
organization.
So, basically, also, who used, for instance, if you want to continue.
Exactly, exactly. So, that's really been instrumental.
And that is obviously where we want to continue to focus on.
Yeah, I'm a big believer in planting metrics, certainly, and show the metrics
every time you're meeting.
And this is where we stand. That makes a significant difference.
Also, the support stuff happier, if you like.
I think that's really instrumental as well, that people feel that they're
actually achieving something,
and that they are actually improving their customer experience.
And, for that matter, also helping with churn and very important.
Yeah, very glad to have you or not. Thank you so much. Thank you for having me.
Thank you.
[Applause]
Last but not least, I would like to invite Carlos from HP.
Carlos, for folks who may know in Silicon Valley, is the author of this book,
The Immigration Survival Guide.
He was most recently awarded the Hispanic Technology Exterior Councils,
the top 100 influential technology leaders in the Hispanic community.
Carlos, pleasure to have you here.
[Applause]
Carlos, for folks with an HP, you're not a stranger.
I was told that you are so used to speaking to a crowd size of 5,000 or more,
at the time with an HP organization.
Tell us a little bit more about HP.
It's a well-known brand, and everybody knows what an HP is.
We don't need an introduction for HP, but people may not fully know about all
the business units within HP.
We can tell us a little bit about that and your role, that would be great.
Good morning, everybody. Before we get into that, congratulations on your first
Hopefully, I can be back to your tenths. So, congrats to you.
Thank you.
[Applause]
So, did you ever hear of HP before?
So, for those of you folks that may not know, in 2015, HP split into two
different companies.
We call it the Blue Dot HP Inc. continues to sell consumer-grade products,
so printers, laptops, pointers, and then HPE, I'd say, does a lot of cool stuff
So, we do all the cloud computing, network infrastructure,
so we have to make a group of folks in the crowd as well as storage.
So, in 2015, the company split.
So, within HPE, we have what we call the hybrid cloud business.
We have the intelligent edge that focuses on networking and that kind of stuff.
And then we have also the computing space and then there's an AI overlay on top
of all of that.
What's your role Carlos?
I know you started with Aruba Networks, and now you have a much broader scope
within HPE.
Can you tell us about your title of your role and what you're trying to do with
an HPE?
Yeah, so, similar like you, I also come from a support background.
I was a former support engineer and kind of worked my way up in the ranks.
I predominantly worked in startup organizations as a support engineer
and then going into support leadership.
I ran global escalations, and so I always say, you know, it takes a special
breed of human
to be waiting for that phone call from a rate pissed off customer,
just, you know, that's your day job, right?
And so, when I joined Aruba in 2017, actually, it was my first non-startup
company.
I actually previously that worked in a number of startups,
one of which was doing a big data analytics machine learning and AI solution,
actually, and we were doing a solution for Aruba Networks.
And when HPE had gotten acquired, or Aruba had gotten acquired by HPE,
my startup was actually losing its contract.
And so, I had the opportunity to actually join Aruba in the Global Services
Organization
to continue the efforts to be able to drive some of this big data analysis
in the support space which you're very familiar with.
To try to drive more efficiencies in support and specifically try to drive more
self-service ability.
So, just a quick show, how many folks here on the service side of the house?
Awesome. Customer success?
Awesome. Customer experience.
Love it. This is my audience.
So, the reason I asked that is because, you know, my role has been the result
of a bunch of evolution.
So, when I started at HPE, I actually started in the Aruba business unit
in the services side of the house.
As kind of the behind the curtain person who was trying to find ways to connect
business process technology
that we talked about to drive efficiencies.
And I would say over the last, over the first four or five years,
we burst as part of the digital transformation worth of redoing
the first ever customer success program inside of Aruba.
And so, you have this former support person now evolving into driving customer
success at this company.
And the reality is for most of those that are here in customer success know
that it's kind of, you know, kind of that next step of evolution from customer
support.
Where you're going from where we're active stuff to now try to build
consistency, build playbooks and do that.
And I would say about two years ago on the back of the work that the team did
in building out customer success, we were actually recognized by the company
because, you know, we also didn't have budget, you know, a lot of the metrics that you showed
there.
We didn't show up with a bunch of budget to go build a customer success team.
So, we actually started with a very, I would say grassroots approach around a
digital first approach to customer success.
So, we didn't have CSMs.
And at the time, I don't jog razels here.
At the time, you know, when I would present some of this stuff at TSIA, I was
actually critiqued.
Not by TSA, but my headfather of colleagues, because I was, I was, I was
talking about this work that we had done
and building digital first customer success.
And I'm like, well, that's not customer success.
You don't have a CSM. That's tech support, right?
And then COVID hit, and now everybody needed to do more with less.
And then all of a sudden, this digital CS swarm thing became a thing.
And so we did that.
So now, what happens is the evolution, right?
I sometimes have been on stage saying customer success is dead, but I need to
put an ask just there for the folks that are here.
I feel like customer success as we knew it in the past has shifted a lot.
I think the industry has grown.
I think it's customer success has evolved from being a settlement department
to some of those capabilities being built into the rest of the business, right?
And so when I look at my growth and my transition, I went from being a service
as a support leader
to then maybe a customer success leader, which I actually call more of a
transformation leader,
where the product of the transformation was customer success.
And now all of those capabilities that we've developed as customer success
leaders
are now being adopted by the rest of the business to go in and drive that
single experience, right?
And so the slide that you show where you have all these different functions and
then the CXB is super relevant.
And so today, my role in the company is I'm the VP of customer experience and
digital strategy,
which is really the evolution of having customer success, only living in
services,
and now bringing that mindset of the support person, of the success person,
into the rest of the business, into demos, to trials, to all the other pieces
of the puzzle,
and then bringing all those signals together that can actually help the support
engineer later on, right?
So Carlos, I just want to flash this.
HP Arubar is one of the early customers of support logic.
I think we've been customers, Arubar has been customers of support logic since
2018 or 2019, I believe.
So five, six years.
And this is what I was saying earlier that a lot of companies are using AI for
years,
and they're seeing tremendous results for years.
So the real world impact, the real world stories exist.
It's not just something that only companies have achieved in the last two years
Be sure two companies have achieved in the last two years, but we have
companies using it for many years.
Now with the HP's multiple business units, we are with Arubar Networks, Nimble,
Storage, and Zerto.
What's the big picture?
How do you see the CX initiative at a large scale?
Because when customers are buying products from your different business units,
they still want a unified experience, right?
They may buy Arubar Networks routers and HP servers,
and they may use some clouds that are offering, how do you stitch together all
this experience?
Yeah, it's a great question.
So we've also evolved from our experience journey.
I remember when we first joined Aruba, one of the first things that you learn
is the Aruba model,
which is customer first, customer last, right?
That has actually been the initial experience monitor that we adopted when I
joined the company.
Then eventually we evolved to very similar experiences, everything.
That actually became one of the big themes of the leadership summit that we had
a couple of years ago.
Now what it's morphed into is experiences everywhere.
That goes back to your slide, which is, experience isn't just the folks that
are touching the end customer.
It's in everything that we do.
For me, when I took on this role as the experience leader, I made sure that
people understood, when we talk about customer, there's multiple customers.
You have the end customer, which is the first one that we think about.
But as we're developing all these capabilities, you have to think about the
internal customer, right?
We have a lot of folks that are servicing our customers that also need that
better experience.
When I used to run Global Tech, I used to tell my support engineers,
"I want to be able to hear you smile through the phone."
And the only way you accomplish that is by bringing the right data into them.
So that example you gave of the scrape of the interaction and bringing in those
insights into somebody
that's actually about to engage with the customer is huge.
And so to close on this, right, it's really how can we go and take some of this
goodness
that's been built in the support world and the services world about driving
that better experience
and how can we bring the rest of the company along that journey
and have what we now call kind of this journey to one experience.
Customers shouldn't know when supply chain ends and services begins, right?
At the end of the day, we're all one company.
It's a huge challenge, as you can imagine, we have different business units.
So customers can buy stuff on our side, they can buy stuff from Nimble,
they can buy stuff from Aruba, they can buy stuff from our server side.
But at the end of the day...
I don't think we keep a quiet company.
So you want to have that same brand, right?
And so for us, I feel very fortunate in the role that I have today because
I'm very proud of the experience that I bring from the services side of the
house
because a lot of times support is not always brought to the table.
And so I would say a lot of that comes with Antonio, who is also a former
support person, right?
He actually started as a support person in HPE and worked his way up and he's
not a CEO.
So I feel like we have a lot of support from the services perspective,
bringing that lens into everything that we do.
Yeah, that's phenomenal.
And I first told that Antonio is a support person, like it's extremely rare to
see the public company,
CEO grew up in the ranks in support and became the CEO.
So you're bringing that customer centricity mindset and basically championing
that experiences everything with the organization, which is great.
One last question for you.
We know that it's a complex org. HP is a complex org.
It's a 30, 40 year old company.
How do you change, make a change, and impact?
Yeah.
Now one of the things I really admire about what you do at HPE is that you
brought change.
You brought the startup mentality within a large company.
And you advise, you want to share to the crowd, like because a lot of the
leaders here want to make an impact
like what you're trying to do. What is your advice for them?
Yeah, it's awesome to have my folks here from the river side.
You know, when a river got acquired by HPE, one of the big concerns is like,
we're going to lose this startup culture, right?
We're going to lose this mentality.
Obviously, you can imagine a company of 55, 60,000 people.
There's a lot of politics and bureaucracy that happened.
And the two folks that I have here in the room with me, I think,
were co-pioneers of making sure that it didn't happen, right?
And we've fought a lot to, you know, for those of you guys that aren't me aware
Aruba's colors are orange and HPE's colors are green.
And so we fought for the orange quite a bit, right?
And honestly, I feel very fortunate because we had a lot of support from
leadership.
And to your point, till this day, you know, one of the key values of Aruba was
we want to still become the biggest,
we want to stay the biggest small company.
So let's go in and keep that same startup mentality and everything we do.
And so I would say that, and I can, since moving from the Aruba side over to
the HPE side,
that's still not lost on me. And I think that that actually has actually had
helped us have a level of success,
is that when we go into these conversations with folks that have been at HPE
for 15, 20 years,
I get comments like, "Wow, like, it's like a breath of fresh air," right?
Because we go into everything with a very collaborative spirit.
I ask people to always assume good intent. We're not there to build our empire.
We're trying to go in and actually do fun stuff.
And so one of the things that we say is people don't destroy what they help
build.
And so as I start engaging, as my team starts engaging cross-functionally with
other organizations of the HPE,
the first conversation is always very kind of bland.
Like, it's almost like, "Hey, what's this guy going to do now? What are we
doing? What are we doing?
What are my toes is he going to step on?"
And for me, it's almost like, look, like, how can we go in and leverage the
scale that you guys have,
the power that you guys have?
But as people are open-minded about how we can leverage that to do something
different.
And we work on really, really cool stuff.
And so I would say in almost every one of the engagements that my team has
gotten involved in,
there's a lot of hesitancy at the beginning, but somewhere in the middle,
something clicks,
and people start seeing the awesomeness of the opportunity that we have to
build something different.
And then the beautiful part is when the project is delivered and everybody gets
recognition.
And you end up on stages like this with a fictitious character that's not brand
approved,
that you just said, "I'm going to do this anyway," to drive digital engagement,
and people can start associating yourself to that.
All of a sudden, it makes the next conversation with the next team that you
want to work with even better,
because you've now established this brand of, you know, you're changing the way
the company works,
you're actually getting a lot of recognition for the work that you're doing.
And I always say two things is, I ask for forgiveness not permission, and I
build Trojan horses.
And what I mean about the Trojan horses is, I say one of the things that's
helped me a lot is,
rather than taking the age-old approach of putting together a proposal,
presenting it,
and taking all the arrows and all the million reasons of why it's not going to
work and budget and stuff,
is I go and I build a small village of relationships and say, "You know what?
Let's go build this in a very, very small pilot, and let's not tell a whole lot
of people about it,
because they're going to tell us, you know, cybersecurity, all this stuff."
Obviously, we protect that, but we don't ask for a lot of opinions.
We just go and say, "So we do this."
And we go and we build it in a small scale, and this is where I tell people,
right, at the next thing you know, people are studying in the shadow of the Trojan
horse,
and like, "What's that?" You pull the cover back, and now they can't tell you
can't, because you already did.
Right? And so that's kind of the way that my team operates is, we've now
morphed since leaving Aruba.
I feel like Aruba was almost, it continues to be our showcase of the art of the
possible.
Aruba still has a very much, you know, start up collaborative mentality,
and I continue to point to the stuff that Aruba has done and continues to do,
and in reality, it's two to three years ahead of the rest of HP.
And so I create that healthy competition and say, "I can help you guys get
there, too."
And I have the opportunity to really highlight the work that Aruba is doing,
and bring a little bit of orange over to the green.
Carlos, we can talk for hours. You have a lot of wisdom.
I highly encourage people to get as much wisdom from Carlos, and how he has
impacted change.
Thank you for taking so much. Yeah, that's it.
(Applause)
So the real-life customer stories that we heard from companies like HP, from
Basspur,
and Sotenia has really inspired me, and I've been working on this project for
the last one of the years.
So I'm really, really excited to share a lot of personal accomplishments, if
you will, is I'm launching my book today. It's a book titled "Support Experience."
(Applause)
You can get a free copy of the book for...
We don't want to have it outside. You can get a free copy of the book.
The book we are really focusing on real-world stories of companies
that made an impact using artificial intelligence.
I'm telling stories about companies like Snowflake and Google, companies like
Apple,
companies like...
Rubric, and many, many other stories are covered in this.
The key inspiration for this is our customer stories.
We live and die for our customer stories.
This is the number one thing we care about within SupportLogic.
We want customer success stories. You would see in the conference flow
that you will see the love wall from our customers.
This is what we aspire to build more. I know that's what you want to build for
your own customers,
and that's the theme of this conference.
So as we walk through the history of what we've done, right,
in SupportLogic, we started with Deep Sentiment Analysis as our initial use
case.
And what we mean by Deep Sentiment Analysis is we didn't want a binary
sentiment analysis
positive and negative sentiments. We want to go a little deeper into what the
customers are actually telling
about your product, your service, and the way you are treating them.
We've taken that core and we've added several new functionality over the years.
Today we have capabilities to route the case to the right support engineer.
The right subject matter is within the company.
We have capabilities to give coaching advice for your agents
and for them to be able to do what they are doing to help you.
We have added capabilities to assist your support engineers, right,
whether it's language assist, whether it's translation assist, whether it's
answer assist,
we have added all those capabilities. We also have a capability now to bring
this technology
to your customer portal. And we are going to showcase all of that in this
conference today.
And you're going to see a live demo. I know live demo is always a risky thing
to do and not so best Wi-Fi. But the team, the team product officer today is going to
do a live demo.
He was very interested in doing a live demo. And this is because a conference
focus is real
way. We don't want to talk about demo where in slide waves.
So we're going to make a couple of new product announcements today.
The first one is we're launching Support Logic Expand.
It's a new module within the Support Logic offering.
This is a module that gives you intelligent signals for the account level,
not at the case level anymore. We can give you an account health score.
We can give you a churn risk. We can give you competitive threats.
So we actually pass for competitive threats in the customer interactions.
We give you expansion opportunities. We'll give you price sensitivity, license
upgrades
and downgrades. We are expecting a lot more signals focused on the account
health.
It's not just about the support of the developer.
We're going to see a demo of this very soon.
And the second big announcement we're making is we are officially announcing
integration, native integration with a bunch of telephony providers.
So if you're using Amazon Connect, if you're using Service Cloud Voice,
if you're using 8x8, if you're using NICE, we have native integration within
those telephony systems. We have roadmap to add more.
But again, we're not talking long-term roadmaps here.
We're talking about what's out there today. This is available today.
You can do this integration. What that means is if a call comes to your agent
and it comes to any of this telephony system, we'll automatically intercept
that call.
We'll automatically transfer the call. We automatically extract signals from
the call.
We use the signals also for escalation prediction and everything else we do on
our platform.
So this is native integration. We're super excited to launch and we're going to
see a demo of that as well.
So last one I want to cover is we fundamentally believe in people processing
technology.
We don't just believe in technology being the success, right?
So we don't like the idea of giving us software and walk away from you.
We operate like a fully managed service. This is the founding vision of support
logic. It still is the way we operate. So everything from when you become a customer,
we spin up a dedicated infrastructure for you. It's a dedicated machine
learning model.
It's SOC-to-certified, a pacified, CCPA-certified.
If you want to host infrastructure in a geo-location of your choice, we can do
that.
We've done that for customers. It's a fully integrated solution.
We firmly believe that you don't want disparate tools.
All the tools need to talk to each other seamlessly.
So that's one of the big focus areas for us, how we build our software.
And again, it's a very differentiated technology. We don't believe in cookie
cutter machine learning models.
We don't believe in something that works for everyone and doesn't do a bell
enough job for anyone.
We have created a machine learning model, very, very domain specific.
It's meant for B2B complex support. B2B complex support has a lot of
complexities
in terms of the language patterns customers use.
Often people interleave machine language with natural language.
You should be able to parse that. You would have email editors and footers.
You have signature blocks. All of these are messy data.
And we are machine learning models are trained for that messy data.
And then we have deep domain expertise. We infuse the domain expertise in our
workflows.
But also, we extend this domain expertise when you're talking to our customers
as a team or a support team.
We firmly believe that we need to share our knowledge of the industry to our
customers, not just our software.
But last but not least, we also have a community. This is one of the community
events.
We do this events, but also we have a virtual community online. It's called Sx
Live.
We can go to sxlive.com. We can join the community.
That's a community where we talk about support best practices.
We talk about not just support logic products. We talk about industry trends.
Because we firmly believe that we can learn a lot from each other.
So without my closing part here is this, right? With all the hype about AI,
with all the hype about chat bots and virtual agents and whatnot,
I think the fundamental thing we shouldn't lose focus on is all this technology
exists to service human beings.
I firmly believe the future of AI is more human than ever. Doesn't matter
whether you use chat bot.
Doesn't matter whether you're using human agency service or customer.
End of the day, you're doing all of this to service another human being who has
a need.
And their problem needs to be solved. I think that perspective should not be
lost.
Sometimes we get caught up with the technology hype and we miss the big picture
, right?
End of the day, this is what we're doing. This is why we're using technology.
The enemy of support is scale. That's why you use technology.
It's very difficult to do support, high-quality support at scale.
That's why technology comes into play. That's when you can service and keep a
high-quality human centric supported scale with technology.
I think that's a focus. I want all of us to internalize because we foundation
ally believe in that.
With that, I'm going to lead the stage to Karan Soot, who's a chief product
officer at Support Logic.
Karan comes from a very deep background in support and I used to run product
management at SAP,
for the SAP Service Cloud and Sales Cloud product lines.
Karan, welcome to the stage. I'm looking forward to your demo. Thank you all.
(applause)