Abhii Parakh

If you can have consistency, it makes sense for your business and you can benchmark, then do that. But you need some kind of measurement to be able to quantify. The nuance in that is that with any metric, don't just run after the metric, right? Because that can lead to some adverse behaviors as well. Make sure that you ultimately are taking action. Are you making the experience better?

The metrics are secondary and actually a guiding force to be able to do that. But it's all that under the hood drivers and the verbatims and what are people talking about that really matters. So that's sort of just my overall disclaimer. As I say, our metrics have seen a lot of improvement. So those are the indicators that I can talk about. But over two years,

The metrics are secondary and actually a guiding force to be able to do that. But it's all that under the hood drivers and the verbatims and what are people talking about that really matters. So that's sort of just my overall disclaimer. As I say, our metrics have seen a lot of improvement. So those are the indicators that I can talk about. But over two years,

The metrics are secondary and actually a guiding force to be able to do that. But it's all that under the hood drivers and the verbatims and what are people talking about that really matters. So that's sort of just my overall disclaimer. As I say, our metrics have seen a lot of improvement. So those are the indicators that I can talk about. But over two years,

year ending 2024, which is the most recent information we have, our core CX metrics have jumped 138%. So huge improvement. In that space, our digital experiences have never been easier to use. We have hit record highs in that area, about a double digit growth in two years. And what's even more exciting, as I spoke about that cultural change that we were after, our employees, right?

year ending 2024, which is the most recent information we have, our core CX metrics have jumped 138%. So huge improvement. In that space, our digital experiences have never been easier to use. We have hit record highs in that area, about a double digit growth in two years. And what's even more exciting, as I spoke about that cultural change that we were after, our employees, right?

year ending 2024, which is the most recent information we have, our core CX metrics have jumped 138%. So huge improvement. In that space, our digital experiences have never been easier to use. We have hit record highs in that area, about a double digit growth in two years. And what's even more exciting, as I spoke about that cultural change that we were after, our employees, right?

We do a pulse survey on customer experience with our employees every year. I was honestly shocked to see this metric, but of the employees that we surveyed, 94% know what they can do to meet our customer and their goals. So they know what their needs are and what they can do to improve and deliver on those needs.

We do a pulse survey on customer experience with our employees every year. I was honestly shocked to see this metric, but of the employees that we surveyed, 94% know what they can do to meet our customer and their goals. So they know what their needs are and what they can do to improve and deliver on those needs.

We do a pulse survey on customer experience with our employees every year. I was honestly shocked to see this metric, but of the employees that we surveyed, 94% know what they can do to meet our customer and their goals. So they know what their needs are and what they can do to improve and deliver on those needs.

So that's really encouraging and a really leading indicator that says, okay, folks know what they can do. So we're gonna keep doing the right things. Our culture is on the right track. So we feel really excited about that. And aside from that, we're also really proud, as you mentioned in the beginning of the call, of the external validation.

So that's really encouraging and a really leading indicator that says, okay, folks know what they can do. So we're gonna keep doing the right things. Our culture is on the right track. So we feel really excited about that. And aside from that, we're also really proud, as you mentioned in the beginning of the call, of the external validation.

So that's really encouraging and a really leading indicator that says, okay, folks know what they can do. So we're gonna keep doing the right things. Our culture is on the right track. So we feel really excited about that. And aside from that, we're also really proud, as you mentioned in the beginning of the call, of the external validation.

It never hurts to win awards for all of this improvement. Forrester recognized us last year as the most customer-obsessed enterprise in America. So again, you think about insurance, you're thinking about 150 years, but how we've embraced cultural change, how we've embraced technology and the excitement and momentum around that from the top down and bottoms up is really encouraging.

It never hurts to win awards for all of this improvement. Forrester recognized us last year as the most customer-obsessed enterprise in America. So again, you think about insurance, you're thinking about 150 years, but how we've embraced cultural change, how we've embraced technology and the excitement and momentum around that from the top down and bottoms up is really encouraging.

It never hurts to win awards for all of this improvement. Forrester recognized us last year as the most customer-obsessed enterprise in America. So again, you think about insurance, you're thinking about 150 years, but how we've embraced cultural change, how we've embraced technology and the excitement and momentum around that from the top down and bottoms up is really encouraging.

And those things are important because they fuel the fire to keep going.

And those things are important because they fuel the fire to keep going.

And those things are important because they fuel the fire to keep going.

Yeah, absolutely. We have seen that. I mean, we've seen folks... In the verbatim comments that we get, right, in our surveys, for example, in the call center as well, we are getting that feedback around our improvements because we have made changes where people had trouble understanding the person on the other line, for example, because of a difference in culture or a difference in sort of accent.