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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Yeah.
Yeah.
All right.
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, the constant of support
experience for years.
And we knew that in order to change the industry, in order to make an impact on
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 SX-Live community and the SX-Live
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, 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 and 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 cloud.
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, 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.
How 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.
We saw the promise of artificial intelligence back in 2016.
A lot of companies today are surprised by the capabilities of what Chatty Pity
does.
Very, very surprised by what OpenAI is doing, right?
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 Chatty
Pity 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 Chatty Pity 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 SIBO.
And I've seen how SIBO has transformed into service cloud.
And now people are using fresh words and desk.
And we're in a different era right now.
But 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.
Business applications were built around SQL.
Back in 2000s, it was 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 were storing data, the focus was on structured data before
And then in that transition from structured to flexible schema, 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 the very first time in the industry, we have technology to process unstruct
ured 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 to 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 a natural evolution of what we see in the industry.
So clearly we moved from SQL era to SAS era to Web2.0 era.
And now we are in the intelligent 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
would 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 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 NAPI.
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.
So 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, so on 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
are using, what operating system they are 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 is 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 are 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
in during their lifetime, switching together all the context together and
having a unified
B was very important.
So we do many context stuff.
Sentiment score, 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 are 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 fight things I need to do about an account when I go talk to
an account?
That we can do summarization.
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're 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 the siloed ticketing system, not even a
centralized ticketing
system.
We are interacting with customers in different channels, email, photo, 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.
Chatbots a year.
Chatbots 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 chatbots 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 if 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 principle of what we do at support logic and we firmly
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 perpetual licensing model to a
subscription model which
had a tremendous impact in how you retain your customers, turn 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
this is a basic pricing model.
This has impact for your post-CLC.
Why?
Previously, when you're selling 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.
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 your product, not only your adoption
suffers and
you enter into a churn risk, but also you're not getting paid.
The usage selection stops.
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-CL operations.
The last force that has been more recent in the industry is efficient growth.
Companies across the globe, the respect of which size it is, whether it's a
public company
with trillions of dollars of valuation or a small startup just getting up the
ground,
across the board that is pressured to do efficient growth.
Silicon Valley is known for growth at any cost.
That news has changed in the last few years.
It's about efficient growth.
When you talk about efficient growth, you think about not only top line, top
line with
the bottom line.
The combination matters, how efficiently grown matters.
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, which means you're not
getting
played enough.
It's a tremendous impact in all of this.
We found this being believed that support experience, the glue, that connects
all of
this.
I'll explain how this is a glue that connects all of this.
Let's start with experience a little bit.
Early 2000, the differentiation for a company is we are in the cloud.
We're different.
That's your mode.
The first person goes to the cloud, became a mode.
A lot of companies on-prem software and solution meant to the cloud as a
differentiation.
Second one is data became a differentiation.
Then AI, now we are in the era of -- let me build this out -- the 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.
The way we see this, support experience is one single investment that you can
make that
lifts multiple boats, mere organization.
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
this case
is going to 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.
So this actually is an investment in your employees as well.
You want to resusress the people who want 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.
So 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, 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 resources,
wasting
your resources 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 laggards 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.
You're talking about needing to improve margins and also retain customer
experience, how can
you do it?
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.
The BCDD study recently and they looked at, okay, this is so important for
businesses
and AI technologies arrive.
Where do we apply AI technology?
If you look at the slides, this is pretty dense and we didn't change the
formatting of
this, we 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 are 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 in investing in one
of those
two use cases.
But as an industry, we are playing early in X, 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, right?
I don't think anyone in this room is going to argue with that.
But for every hype cycle, there is a little bit of truth in it.
It 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 Gautner's hype cycle.
I'm only highlighting four different things in this hype cycle.
Genevii, 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,
right?
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 pretty
hard.
The more mature side is knowledge 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 including applications are basically applications where AI is infused
seamlessly.
Those are on the mature side, right?
Because we've been using AI infused applications for a while and we didn't
realize AI has been
infused into it.
So we have that.
But we need to be a little skeptical and cautious about Genevii 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, saw 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 around 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 is 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, who are 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 costs and
large risks.
If you don't put the right security controls in place, data privacy controls in
place,
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.
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?
A lot 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, with a promise needs to
deliver
results.
We need to think about quality and consistency.
AI models are not just sudden-stone functionalities, they need to be constantly
maintained, nurtured,
they need to be taken care of, 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 it
's 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.
So not surprisingly in the industry, a lot of solutions that you are saying, 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.
We all have seen that.
It's a toy car.
It's great for a proof of concept.
It doesn't drive the distance.
And then you also have seen band-spitching 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 as realwares, which produce
real impact.
And 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.
And that is something we are all overcoming as an industry.
So we took a very intent approach in this conference.
We decided when we were to do this conference in person, we at Support LogiVy
said, let's
cut through the hype.
This conference theme, if I were to summarize it, let's talk about real world
results.
Let's cut through the hype.
Let's talk about real world results.
Let's talk about real world impact.
So that's what we're 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're going to talk about today, it's all about real
world
impact and real world results.
We're going to do a product roadmap today.
And I gave the guidance with the team saying, don't show anything that is not
coming out
in the next 90 days.
That's all we're going to show today.
We're not going to show demo where.
We want to show stuff that's coming out.
Very tangible.
So first thing, I want to play this video.
One of our recent customer entity, I want to show how they're looking at AI
because
we're 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 6200,000 tickets a year.
This is complex.
And what we are using is some of the latest technologies, be it gen AI, be it
data, be
analytics, actually help us drive innovation, drive the impact and make sure
that having
scalable services across the world.
So we use our data and then we make a choice between build by or partner.
In this case, support logic, they're a great technology or a platform that can
help us
drive quality.
And 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.
This is the chip digital officer right now, I think it's a chief CIO of entity
data.
It's talking about how he's looking at AI holistically, support logic is a
partner,
leveraging support logic, but also looking at AI in a much more bigger holistic
fashion.
Unfortunately, we couldn't make it to the event.
We have someone from entity attending today, but we have a great partnership
going on with
entity.
That's just a tip of the iceberg.
The best companies I 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.
And we have some companies which have been showcasing real world impact for, I
would
say, like six years for now.
And we'll talk about that very, very soon.
So why these companies are looking at AI?
Why these innovative companies are looking at AI?
Fundamentally, it boils on to the point I was making earlier.
This technology can reduce your operational cost, increase your attention
numbers while
protecting customer experience.
We all have the support professionals, we care about customer experience, right
We don't necessarily think about retention numbers, not all the time.
We don't necessarily think about operational cost, not all the time.
We care deeply about making our customers happy.
But here's the first time there's 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.
So with that, first I would like to invite Jenna Koons from Sertinia.
Can I please join me on the stage?
[APPLAUSE]
That's you, Jenna.
That's it.
So Jenna, I was talking about real world impact and real world results.
So for folks who are not familiar with Sertinia, 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 and Sertinia is a, we build
professional services,
customer success and ERP, built natively on the Salesforce platform.
And 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.
Sertino, you are a little new customer of support logic.
Tell us what you have achieved with support logic and what was the story like,
why even
support logic came in your radar?
Yeah, it's a great question.
So we, 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.
So we really wanted to take a step back and look at where were there, where
were our challenges,
kind of identify the core issues.
We set out to build, you know, kind of a people process technology framework,
if you
will.
So there are other elements outside of tool enablement that we looked at.
Certainly, we want to make sure we had clinging handshakes and between our
structure, I quite
like the slide that you showed with the, you know, basically onboarding support
, professional
services, customer success, head services, customer experience, all of those
teams operating
in sync and that's the way we viewed it as well.
So we wanted to build a structure that worked for all and also encompassing the
rest of
the business, product, engineering and other teams.
So 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.
You know, by that point you have, you cause some, 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.
So we needed to get in front of it and that's what led us to support logic.
So we implemented it about a year ago and it's been a phenomenal experience for
us.
So tell us about the results you achieved, I have it on the screen.
Yeah, yeah, it's been, and this is, these numbers are actually just this year.
So 30% year-over-year escalation percentage rate, that's 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 like how this became a topic of conversation at the board
room?
It was so exciting for us to share this success story because the ROI was, is
definitely there.
And so for us to share the positive trend line relative to all of these numbers
, particularly
our escalation rate, it enables us to operate far more efficiently and
effectively and focus
on elevating the customer experience.
So 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 mental 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 achieve a
certain
scale.
Right.
So there's definitely so glad to hear that on the boardroom slide.
Yes, absolutely.
And it yields tremendous business results overall, leads to retention and other
aspects
of the business.
So it's well above support.
Yeah.
So this is one last question, Jenna.
So what's next for Sartiniya?
And how are you seeing you achieve great results and this year what's next for
you?
You know, in terms of business priorities, we'll continue to focus on our
people, our
customers, and of course operational efficiency and productivity will 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.
Thank you.
Next, so let's invite our not 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.
Hopefully not to get lag.
Yes, we do not.
Thanks for having me.
Yeah.
So now, Bassford is probably relatively a new brand name in the US.
Tell us a little bit about the companies, companies history.
What do you guys do?
Yeah.
So, Bassra is an accountable automation solution provider.
We, now, microphone is working now, I guess.
So an accountable automation solution provider.
Actually, we also utilize AI and machine learning to provide touchlessly 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.
Yes, sir.
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 APAC region and our partner teams.
OK.
On our, so you became a customer of support logic, a believer a year now?
A year, correct.
Yes, we have a life 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 my understanding is that Bassford 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, AKKR.
And since then, we've been one of the largest AKKR portfolio companies.
One of the good things that AKR brought us to us was the content, 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 relative classic
tier.
So 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 light manager.
So as you can imagine, that was quite a change for us.
Was the Bassford all being, obviously, in a subscription business or was it a
transition
to subscription business?
Correct.
A buzzword itself is actually quite an old Finnish-based company.
So it's our originator from Finland.
We are actually next year, we're going to celebrate our 40 years anniversary.
So it's a really old company, if you like.
And in detail, obviously over the old years we've been there, we'll provide
your license
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.
That would impact on your support operations, the public to a subscription
business.
That is inevitable, we obviously 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 I looked at their results and I was astounded by what we accomplished.
We've been touting escalation reduction in the range of at a low end, like 15
percentage
to 60 percentage was else for us.
I was amazed to see that you've produced escalation by 80 percentage.
So can you walk us through your results?
Definitely, 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.
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 the
strategic customers
actually have improved customer sentiment.
And we also have a segment of VMP customers, which is actually a constituent of
a million
plus ARR.
In that segment, we even have 93% of them have improved more importantly
because that's
for many of the support organizations and the important one is the escalations.
Obviously, as we've mentioned today as well already, the escalations are
relatively expensive.
And in the US 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 veterans in the support industry will always 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, especially around products.
And in our, as I said, all the decades of support that we already had, we
wanted to
shift that to the 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 obviously, that lets you already lead 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.
And being, focusing on the right metrics.
Immediately, we had, you know, 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, what?
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.
And that makes a significant difference.
Also, the support stuff happier, I think that's really instrumental as well,
that people feel,
you know, that they're actually achieving something and that they are actually
improving
the 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 the 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]
Come here.
[APPLAUSE]
All right.
Good job.
Good job.
Good job.
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
all 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 with an 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 tents.
So, congrats to you.
Thank you.
So, did you ever heard of HP before?
That's interesting.
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,
topstel runners, and then HPE, I'd say, does a lot of cool stuff.
So we do all the cloud computing, network infrastructure, shout out to my Ruby
folks
in the crowd, as well as storage.
And so in 2015, the company split.
And 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 the Ruby networks and now you have a much broader scope
with an
HPE.
Can tell 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.
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 and support and specifically try to drive
more self-service
ability.
So just quick show heads, how many folks here on the services side of the house
Awesome.
Customer success?
Awesome.
Customer experience.
Love it.
This is my audience.
So the reason I asked that is because 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 effic
iencies.
And I would say over the last, over the first four or five years we burst as
part of the
digital transformation work that we're doing.
We burst 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 that next step of evolution from customer support.
Where you're going from where reactive 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 we
also didn't have
budget.
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 grassroots approach around a digital first
approach to
customer success.
So we didn't have CSMs.
And at the time, I know John Graszell is here.
At the time, when I would present some of this stuff at TSIA, I was actually
critiqued.
Not by TSA, but my father or colleagues.
Because I was talking about this work that we had done in building digital
first customer
success.
They're 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 devolution.
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.
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 I just want to flash this.
Support logic, I think we've been customers, I mean, Aruba has been customers
of support
logic since 2018 or 2019, I believe, so 5, 60 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
We showed two companies that have achieved in the last two years, but we have
companies
using it for many years.
Now with the HPE's multiple business units, we are with Aruba 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 Aruba Networks routers and HPE servers and then we 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.
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.
So 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.
We have a lot of folks that are servicing our customers that also need that
better experience.
When I start on global tech, I tell my support engineers, I want to be able to
hear you smile
through the phone.
The only way you accomplish that is by bringing the right data into them.
For that example, you gave 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, 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.
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 acquiring companies.
We keep acquiring companies.
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.
This year, by 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.
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 to bring
that lens
into everything that we do.
Yeah, that's phenomenal.
And I first told that Antonio is a support person.
It's extremely rare to see the public company's CEO grew up in the ranks in
support and became
the CEO.
So he's bringing that customer centricity mindset and basically championing
that experience
is 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 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.
Any advice you want to share to the crowd?
Because a lot of the leaders here that 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.
When a river got acquired by HPE, one of the big concerns is like we're going
to lose
this startup culture.
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.
The two folks that I have here in the room with me, I think, were co-pioneers
and making
sure that it didn't happen.
We've fought a lot to, for those of you guys that I'm not aware, aruba, colors
are orange
and HPE's colors are green.
We fought for the orange quite a bit.
Honestly, I feel very fortunate because we had a lot of support from leadership
To your point, till this day, one of the key values of aruba was we want to
still be
become the biggest, we want to stay the biggest small company.
Let's go and keep that same startup mentality in everything we do.
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.
I think that that has actually 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, it's like a breath to fresh air."
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.
One of the things that I always say is people don't destroy what they help
build.
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.
It's almost like, "Hey, what's this guy going to do now?
What are we doing?
What are my toes?
Is he going to step on?"
For me, it's almost like, "Look, how can we go and leverage the scale that you
guys
have, the power that you guys have?"
Let's people are open-minded about how we can leverage that to do something
different.
We work on really, really cool stuff.
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.
Then the beautiful part is when the project is delivered and everybody gets
recognition.
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.
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're changing the
way the
company works.
You're actually getting a lot of recognition for the work that you're doing."
I always say two things is, "I asked for forgiveness not permission, and I
built Trojan
horses."
What I mean about the Trojan horses is, "What are 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.
Let's not tell a whole lot of people about it because they're going to tell us
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."
We go and we build it in a small scale.
This is where I tell people, "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.
That's the way that my team operates is we've now morphed since leaving Aruba.
I feel like Aruba was almost a continuous to be or showcase of the art of the
possible.
Aruba still has a very much start-up collaborative mentality, and I continue to
point to the stuff
that Aruba has done and continues to do.
In reality, it's two to three years ahead of the rest of HP.
I create that healthy competition and say, "I can help you guys get there, too
." 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 always impact
the change.
Thank you for--
Thanks so much.
[applause]
So the real-life customer stories that we heard from companies like HP from
Bassburg
and Sotenia has really inspired me.
I've been working on this project for the last one of the years.
I'm really, really excited to share a lot of a personal accomplishment, 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.
As we walk through the history of what we've done, SupportLogic, we started
with deep sentiment
analysis as our initial use case.
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 expert in the company.
We have capabilities to give coaching advice for your agents, what I'm
practicing with
customers.
We have added capabilities to assist your support engineers, 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.
We're going to showcase all of that in this conference today.
You're going to see a live demo.
I know live demo is always a risky thing to do in a conference with 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.
This is because a conference focus is real-way.
You don't want to talk about demo awareness slide-wares.
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 intelligence 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.
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 org.
We're going to see a demo of this very soon.
The second big announcement we're making is we are officially announcing
integration,
native integration with a bunch of telephony providers.
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.
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 these
telephony
systems, 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.
This is native integration.
We're super excited to launch and we're going to see a demo of that as well.
Last one I want to cover is we fundamentally believe in people processing
technology.
We don't just believe in technology being the success.
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.
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, it's a CPA-certified.
If you want to host infrastructure in a geolocation 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.
That's one of the big focus areas for us, how we build our software.
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.
We are -- machine learning models are trained for that messy data.
Then we have deep domain expertise.
We infuse domain expertise in our workflows.
We extend this domain expertise when you talk 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.
Last but not least, we also have a community.
This is one of the community events.
We do this event, but also we have a virtual community online.
It's called SxLive.
We can go to sxlive.com.
You 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 what
not.
I think the fundamental thing we should 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.
This is 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.
And that's where 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 believe in that.
With that, I'm going to lead the stage to Karan Suit, 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 Service Cloud and Sales Cloud product lines.
Karan, welcome to the stage.
I'm looking forward to your demo.
Thank you all.
[APPLAUSE]