Chris Regester

I think that, you know, health scoring is some good things to them, some silly things to them. But you need some sort of North Stars of is there, you know, are we achieving outcomes with our customers? Yeah. they seem to be the foundation. So segmenting, thinking through a life cycle, ensuring that it's being executed, and then having some sort of guiding metrics around outcome achievement.

I think that, you know, health scoring is some good things to them, some silly things to them. But you need some sort of North Stars of is there, you know, are we achieving outcomes with our customers? Yeah. they seem to be the foundation. So segmenting, thinking through a life cycle, ensuring that it's being executed, and then having some sort of guiding metrics around outcome achievement.

They're the foundational pieces we always try and coach people towards.

They're the foundational pieces we always try and coach people towards.

We did a new thing recently, which I thought was interesting and a good example. So I think that when you have an organization, whether it's a sale, whatever team it is, one thing that is becoming clearer and clearer is that you need to be measuring how people are spending their time at scale, not at a micromanagement level, but on the post-sale point side, that could be things like...

We did a new thing recently, which I thought was interesting and a good example. So I think that when you have an organization, whether it's a sale, whatever team it is, one thing that is becoming clearer and clearer is that you need to be measuring how people are spending their time at scale, not at a micromanagement level, but on the post-sale point side, that could be things like...

maybe you institute a new idea of like, we're going to start doing EBRs. EBRs make sense. We're going to do executive business reviews of our customers. Sounds logical. We should do it. But then if you're going to institute that and you're going to spend all this time setting them up and building them out, then you've got to measure what actually changes as a result of doing them.

maybe you institute a new idea of like, we're going to start doing EBRs. EBRs make sense. We're going to do executive business reviews of our customers. Sounds logical. We should do it. But then if you're going to institute that and you're going to spend all this time setting them up and building them out, then you've got to measure what actually changes as a result of doing them.

And I think a lot of people don't do that. They're just like, Let's start doing this thing. Intuitively, it sounds like it makes sense. And then six months later, like, hey, was it worth it? We've spent, you know, a thousand hours on that thing and you don't know. So one of the interesting things the plan had is that it's a very flexible data model.

And I think a lot of people don't do that. They're just like, Let's start doing this thing. Intuitively, it sounds like it makes sense. And then six months later, like, hey, was it worth it? We've spent, you know, a thousand hours on that thing and you don't know. So one of the interesting things the plan had is that it's a very flexible data model.

So you can really measure absolutely anything against any other data point. So one thing we did recently was we launched a whole bunch of new sequences to our customers. And so these are really to drive education and adoption of our users. And what we did is we decided we were going to A-B test it. So we built out all these sequences, informing people about ways to use the product and whatnot.

So you can really measure absolutely anything against any other data point. So one thing we did recently was we launched a whole bunch of new sequences to our customers. And so these are really to drive education and adoption of our users. And what we did is we decided we were going to A-B test it. So we built out all these sequences, informing people about ways to use the product and whatnot.

We sent to our SMB customers, our mid-market customers, but we purposefully didn't to the enterprise. And then we sent this out a bunch based on various triggers in the system. And then in June, we were able to do analysis on it.

We sent to our SMB customers, our mid-market customers, but we purposefully didn't to the enterprise. And then we sent this out a bunch based on various triggers in the system. And then in June, we were able to do analysis on it.

And we saw that users in the SMB and a mid-market cohort who'd been receiving these sequences, their adoption of 55% higher than users in the enterprise customers who'd not been receiving these sequences, despite all being kind of new users within the same period of time. So there's a huge rally for our team and for our customers around the ability to kind of one,

And we saw that users in the SMB and a mid-market cohort who'd been receiving these sequences, their adoption of 55% higher than users in the enterprise customers who'd not been receiving these sequences, despite all being kind of new users within the same period of time. So there's a huge rally for our team and for our customers around the ability to kind of one,

push this stuff out and engage with all of your users automatically. We're engaging with all these users our team is managing without having to do anything. The two really, really evidenced the impact of it, which was really powerful. I think another thing that our team likes a lot and a lot of our customers use as well is we have this concept of collaborative portals.

push this stuff out and engage with all of your users automatically. We're engaging with all these users our team is managing without having to do anything. The two really, really evidenced the impact of it, which was really powerful. I think another thing that our team likes a lot and a lot of our customers use as well is we have this concept of collaborative portals.

where you could take absolutely any of the data in Planhat and you can share it in real time with your customer. If you imagine you're an organization who's got 10,000 customers and, you know, it's a kind of Pareto law, 80-20 thing going on. You've got these 8,000 customers that generate 20% of revenue. It's not, you know, they're important but not so important.

where you could take absolutely any of the data in Planhat and you can share it in real time with your customer. If you imagine you're an organization who's got 10,000 customers and, you know, it's a kind of Pareto law, 80-20 thing going on. You've got these 8,000 customers that generate 20% of revenue. It's not, you know, they're important but not so important.