Bernard Slowey

Yeah. Yeah. Yeah. Yeah.

I share this story with my team all the time. Like when I was kind of earlier in my career at Microsoft in Dublin in Ireland, we had this project that was literally called Automate and Eliminate. And if ever there was a name on a project that tells you you're doing the wrong thing, Automate and Eliminate was that.

I share this story with my team all the time. Like when I was kind of earlier in my career at Microsoft in Dublin in Ireland, we had this project that was literally called Automate and Eliminate. And if ever there was a name on a project that tells you you're doing the wrong thing, Automate and Eliminate was that.

I share this story with my team all the time. Like when I was kind of earlier in my career at Microsoft in Dublin in Ireland, we had this project that was literally called Automate and Eliminate. And if ever there was a name on a project that tells you you're doing the wrong thing, Automate and Eliminate was that.

And like, I remember I won like a gold star or some monthly award at Microsoft for driving up this number of automate and eliminate. And what did we do? We just made it really hard to get to the human. We put lots more clicks in the flow. And so we saw people drop off and we were high-fiving each other. So it's my example of like, whatever leadership defines is like, these are the metrics.

And like, I remember I won like a gold star or some monthly award at Microsoft for driving up this number of automate and eliminate. And what did we do? We just made it really hard to get to the human. We put lots more clicks in the flow. And so we saw people drop off and we were high-fiving each other. So it's my example of like, whatever leadership defines is like, these are the metrics.

And like, I remember I won like a gold star or some monthly award at Microsoft for driving up this number of automate and eliminate. And what did we do? We just made it really hard to get to the human. We put lots more clicks in the flow. And so we saw people drop off and we were high-fiving each other. So it's my example of like, whatever leadership defines is like, these are the metrics.

These are, I'm sure you can do things to do that, but it can have terrible, terrible impacts.

These are, I'm sure you can do things to do that, but it can have terrible, terrible impacts.

These are, I'm sure you can do things to do that, but it can have terrible, terrible impacts.

Even if I think about my role, I'm the SVP for digital success. And someone called me recently in a webinar, a unicorn, which I didn't know how to think about that. But like, what it is, is that... Not many companies have a leader on a team that are 100% focused on the digital experience when you think about service, right?

Even if I think about my role, I'm the SVP for digital success. And someone called me recently in a webinar, a unicorn, which I didn't know how to think about that. But like, what it is, is that... Not many companies have a leader on a team that are 100% focused on the digital experience when you think about service, right?

Even if I think about my role, I'm the SVP for digital success. And someone called me recently in a webinar, a unicorn, which I didn't know how to think about that. But like, what it is, is that... Not many companies have a leader on a team that are 100% focused on the digital experience when you think about service, right?

A lot of the times, like I got passionate in this in my career because like I used to lead Windows support for Microsoft, massive support footprint, thousands of support engineers. But I always say like no one gets up in the morning and says, I want to contact support. Right. They're all going to go online. And so like I started to really kind of hone in on digital and spend a lot of time there.

A lot of the times, like I got passionate in this in my career because like I used to lead Windows support for Microsoft, massive support footprint, thousands of support engineers. But I always say like no one gets up in the morning and says, I want to contact support. Right. They're all going to go online. And so like I started to really kind of hone in on digital and spend a lot of time there.

A lot of the times, like I got passionate in this in my career because like I used to lead Windows support for Microsoft, massive support footprint, thousands of support engineers. But I always say like no one gets up in the morning and says, I want to contact support. Right. They're all going to go online. And so like I started to really kind of hone in on digital and spend a lot of time there.

And then kudos to Jim Rolte, he created a function and I joined to come lead it. And my team wake up every single, we wake up in the morning thinking about how can we improve the digital self-service experience for our customers? That's our day job. It's not an art.

And then kudos to Jim Rolte, he created a function and I joined to come lead it. And my team wake up every single, we wake up in the morning thinking about how can we improve the digital self-service experience for our customers? That's our day job. It's not an art.

And then kudos to Jim Rolte, he created a function and I joined to come lead it. And my team wake up every single, we wake up in the morning thinking about how can we improve the digital self-service experience for our customers? That's our day job. It's not an art.

Like I find in many companies, they have people that run functions and then like, it's like, oh, and also you should think about digital. Um, you know, and so, so that's the big thing for me is you have to have people that are invested in it. You know, I have a team of over a hundred people now that are working on like agent forces.