Katie Bianchi

And it also means we need to measure things a little bit differently in terms of how good that solution is for the problems we're trying to solve for those specific customers.

And it also means we need to measure things a little bit differently in terms of how good that solution is for the problems we're trying to solve for those specific customers.

And it also means we need to measure things a little bit differently in terms of how good that solution is for the problems we're trying to solve for those specific customers.

I think one customer story that stands out is we've had a couple of customers who we've been able to help prevent major incidents in their infrastructure because we flagged emerging issues using telemetry before they even saw symptoms. So that early intervention helped them to take action quickly, helped them stay ahead of some of that risk.

I think one customer story that stands out is we've had a couple of customers who we've been able to help prevent major incidents in their infrastructure because we flagged emerging issues using telemetry before they even saw symptoms. So that early intervention helped them to take action quickly, helped them stay ahead of some of that risk.

I think one customer story that stands out is we've had a couple of customers who we've been able to help prevent major incidents in their infrastructure because we flagged emerging issues using telemetry before they even saw symptoms. So that early intervention helped them to take action quickly, helped them stay ahead of some of that risk.

And it was a clear moment for us of sort of our ability as an organization to move us from being more reactive about the problems to actually being much more proactive. And with all the intelligence we have, you know, we have other customers recognizing.

And it was a clear moment for us of sort of our ability as an organization to move us from being more reactive about the problems to actually being much more proactive. And with all the intelligence we have, you know, we have other customers recognizing.

And it was a clear moment for us of sort of our ability as an organization to move us from being more reactive about the problems to actually being much more proactive. And with all the intelligence we have, you know, we have other customers recognizing.

customer situations where sometimes you have customers who are frustrated, who are at risk, who aren't getting to value, where they might have struggled with the way that deployments had been done in the past or frequent escalations on specific issues.

customer situations where sometimes you have customers who are frustrated, who are at risk, who aren't getting to value, where they might have struggled with the way that deployments had been done in the past or frequent escalations on specific issues.

customer situations where sometimes you have customers who are frustrated, who are at risk, who aren't getting to value, where they might have struggled with the way that deployments had been done in the past or frequent escalations on specific issues.

But because we've been able to get a lot smarter in the way that we're handling cases and looking at issues before they go red or using the data that we have to have a more proactive deployment engagement, you see that really change the way that customers lean in and engage with us. And we can't remember, we can't forget, just like you said a little bit earlier, our customers are...

But because we've been able to get a lot smarter in the way that we're handling cases and looking at issues before they go red or using the data that we have to have a more proactive deployment engagement, you see that really change the way that customers lean in and engage with us. And we can't remember, we can't forget, just like you said a little bit earlier, our customers are...

But because we've been able to get a lot smarter in the way that we're handling cases and looking at issues before they go red or using the data that we have to have a more proactive deployment engagement, you see that really change the way that customers lean in and engage with us. And we can't remember, we can't forget, just like you said a little bit earlier, our customers are...

are solving, they have the hardest jobs in the world. They're solving the hardest problems in some of the most emission critical industries in the world. And our job is to make the complex simple. And so when you're able to do that by embracing AI, by embracing automation and really rethinking it, you see them lean in in completely different ways.

are solving, they have the hardest jobs in the world. They're solving the hardest problems in some of the most emission critical industries in the world. And our job is to make the complex simple. And so when you're able to do that by embracing AI, by embracing automation and really rethinking it, you see them lean in in completely different ways.

are solving, they have the hardest jobs in the world. They're solving the hardest problems in some of the most emission critical industries in the world. And our job is to make the complex simple. And so when you're able to do that by embracing AI, by embracing automation and really rethinking it, you see them lean in in completely different ways.

And it's this notion and this mission and this philosophy we have about using that to actually build customers for life.

And it's this notion and this mission and this philosophy we have about using that to actually build customers for life.