Gavin Blair

One is the, we want to be this, we want to do that. And then there's the, we're sitting down and looking at your interactions and measuring you against something. I imagine that that is a different thing so often. And so for me, it means that if you're looking at like a pyramid, you can only really have one top KPI and everything else needs to kind of cascade from that.

And that has to reflect your values. Yeah. The very obvious one for me, first and foremost, is the NPS metric. And I even find that as, you know, it's I'm sure great and fancy for smaller companies to optimize for NPS and then they get bigger and they have to compromise and do all these other.

And that has to reflect your values. Yeah. The very obvious one for me, first and foremost, is the NPS metric. And I even find that as, you know, it's I'm sure great and fancy for smaller companies to optimize for NPS and then they get bigger and they have to compromise and do all these other.

And that has to reflect your values. Yeah. The very obvious one for me, first and foremost, is the NPS metric. And I even find that as, you know, it's I'm sure great and fancy for smaller companies to optimize for NPS and then they get bigger and they have to compromise and do all these other.

I find it's all still complementary and you can have, you can be very effective at measuring cost and efficiency and all these other things while letting NPS reign supreme. And this is for me very, again,

I find it's all still complementary and you can have, you can be very effective at measuring cost and efficiency and all these other things while letting NPS reign supreme. And this is for me very, again,

I find it's all still complementary and you can have, you can be very effective at measuring cost and efficiency and all these other things while letting NPS reign supreme. And this is for me very, again,

This is very much about what I think some of these industries are still very stuck in, especially the insurance industry, with just understanding that the priority is the first thing, the customer experience, but then it's a win-win for them still. So I start with NPS. There's a lot also to just implementing NPS well. Looking at, it's not just putting it in, it's looking at the

This is very much about what I think some of these industries are still very stuck in, especially the insurance industry, with just understanding that the priority is the first thing, the customer experience, but then it's a win-win for them still. So I start with NPS. There's a lot also to just implementing NPS well. Looking at, it's not just putting it in, it's looking at the

This is very much about what I think some of these industries are still very stuck in, especially the insurance industry, with just understanding that the priority is the first thing, the customer experience, but then it's a win-win for them still. So I start with NPS. There's a lot also to just implementing NPS well. Looking at, it's not just putting it in, it's looking at the

even the response rates and utilization of customers when you prompt them for NPS, it's figuring out the exact timing and delivery of your surveying and really paying attention to the numbers so that you're not just capturing some 10%, 5% token. You're actually in like, as you'd even measure an email engagement or other things from a marketing perspective, you're capturing like a robust number.

even the response rates and utilization of customers when you prompt them for NPS, it's figuring out the exact timing and delivery of your surveying and really paying attention to the numbers so that you're not just capturing some 10%, 5% token. You're actually in like, as you'd even measure an email engagement or other things from a marketing perspective, you're capturing like a robust number.

even the response rates and utilization of customers when you prompt them for NPS, it's figuring out the exact timing and delivery of your surveying and really paying attention to the numbers so that you're not just capturing some 10%, 5% token. You're actually in like, as you'd even measure an email engagement or other things from a marketing perspective, you're capturing like a robust number.

And so that's very important, like the implementation of a metric like NPS. And then I think there's just a lot of powerful things from there. So I tend to have the NPS metric. I have the metric that measures productivity. for the team. And this is maybe a little bit more variable, you know, and it evolves as you grow as an organization.

And so that's very important, like the implementation of a metric like NPS. And then I think there's just a lot of powerful things from there. So I tend to have the NPS metric. I have the metric that measures productivity. for the team. And this is maybe a little bit more variable, you know, and it evolves as you grow as an organization.

And so that's very important, like the implementation of a metric like NPS. And then I think there's just a lot of powerful things from there. So I tend to have the NPS metric. I have the metric that measures productivity. for the team. And this is maybe a little bit more variable, you know, and it evolves as you grow as an organization.

So in the world of Bright Harbor, it is the amount of customers one specialist is supporting. You tend to start smaller with that number and you grow to where you're optimizing it and you're introducing maybe the technology that lets that rise. And then the third leg to this stool for me is, of course, the efficiency metric.

So in the world of Bright Harbor, it is the amount of customers one specialist is supporting. You tend to start smaller with that number and you grow to where you're optimizing it and you're introducing maybe the technology that lets that rise. And then the third leg to this stool for me is, of course, the efficiency metric.

So in the world of Bright Harbor, it is the amount of customers one specialist is supporting. You tend to start smaller with that number and you grow to where you're optimizing it and you're introducing maybe the technology that lets that rise. And then the third leg to this stool for me is, of course, the efficiency metric.

which is a lot around how you're allowing people to do the most efficient job, the quickest actions, the least amount of clicks, everything laddering up ultimately to strong NPS across the board.