Ammon Curtis

And for us, what we saw was in the lower sophistication, but the high complex problem, they needed human assistance through that process.

And as much as possible, we were trying to build things in the product, but we wanted to recognize that perhaps

People can make a big difference there.

And in our case, and we'll actually show you, I'll show you here in a minute how it actually performed for us.

But I'd like to break down kind of our experiment.

I love what Wes talked about the importance of high impact experiments.

And I'll walk you through a very specific one here in just a moment.

And then how we unified the strategy to get closer to the product led organization.

And then integrated that experience using humans as a part of that process.

So the experiment that we ran, we basically took and had this hypothesis that if we were able to specifically identify a goal that customers were trying to achieve in our product, and then help them in reaching that very discrete and specific goal,

that we would see an increase in our month M4 retention.

And obviously, M4 is an indicator of future retention, right?

So we wanted to start with that and say, what's the thing that we can figure out?

And over a six-month period, we took 705 customers and took them through a different type of onboarding, where in the past, we would have customers come in and we'd basically say, OK,

Here's how you get set up.

And then if they needed something, they would ask us.

In this case, we were trying to be much more intentional.

I love that word that you used.

Intentional in our process to be able to say, no, no.

They're here to accomplish something.