Katie Bianchi

Our processes were built for case resolution pre AI, not post AI. So when you take the lens that you want to learn from every single interaction, you have to redo your processes. And so that was sort of the second step of that. And we knew if we didn't get that right, the AI wouldn't scale. So that's actually where I would say, you know, on a two plus, probably a two plus year journey,

We spent the first six months learning, building, and cleaning, and having our product organization decide on what the right architecture was for the solution that we were going to build. They started to build their own internal co-pilot. And then with that, figuring out what are the metrics of success that tell us whether or not we're getting better over time as we teach it to resolve our cases.

We spent the first six months learning, building, and cleaning, and having our product organization decide on what the right architecture was for the solution that we were going to build. They started to build their own internal co-pilot. And then with that, figuring out what are the metrics of success that tell us whether or not we're getting better over time as we teach it to resolve our cases.

We spent the first six months learning, building, and cleaning, and having our product organization decide on what the right architecture was for the solution that we were going to build. They started to build their own internal co-pilot. And then with that, figuring out what are the metrics of success that tell us whether or not we're getting better over time as we teach it to resolve our cases.

Cordon off your best and brightest resources of people who are most curious and able to help you experiment and solve problems you've never had to solve before. That's step one. And we did that as we were building the support copilot. We basically went into our organization and said, hey, we need the 30 people.

Cordon off your best and brightest resources of people who are most curious and able to help you experiment and solve problems you've never had to solve before. That's step one. And we did that as we were building the support copilot. We basically went into our organization and said, hey, we need the 30 people.

Cordon off your best and brightest resources of people who are most curious and able to help you experiment and solve problems you've never had to solve before. That's step one. And we did that as we were building the support copilot. We basically went into our organization and said, hey, we need the 30 people.

who are best at resolving cases, analyzing cases, and helping us build this engine and make it better and helping us to do the experimentation along the way. So that was sort of one team we built up. And it really is unheard of. Like you go to a support organization and say, we're going to take 30 of your best people off the front line. to build a solution for the future.

who are best at resolving cases, analyzing cases, and helping us build this engine and make it better and helping us to do the experimentation along the way. So that was sort of one team we built up. And it really is unheard of. Like you go to a support organization and say, we're going to take 30 of your best people off the front line. to build a solution for the future.

who are best at resolving cases, analyzing cases, and helping us build this engine and make it better and helping us to do the experimentation along the way. So that was sort of one team we built up. And it really is unheard of. Like you go to a support organization and say, we're going to take 30 of your best people off the front line. to build a solution for the future.

That's incredibly different. It's a different way of thinking. And then alongside that, we built a team of very smart and capable strategists, IT resources, and product people who came together to help us actually figure out how to build the frameworks of re-architecting process, re-architecting data pipelines, and building the solution and building structured experiments that would help us

That's incredibly different. It's a different way of thinking. And then alongside that, we built a team of very smart and capable strategists, IT resources, and product people who came together to help us actually figure out how to build the frameworks of re-architecting process, re-architecting data pipelines, and building the solution and building structured experiments that would help us

That's incredibly different. It's a different way of thinking. And then alongside that, we built a team of very smart and capable strategists, IT resources, and product people who came together to help us actually figure out how to build the frameworks of re-architecting process, re-architecting data pipelines, and building the solution and building structured experiments that would help us

learn, pivot, and change course in a way that we needed to. So that ecosystem of people that we really cordoned off and decided that we were going to have innovate for us was one of the ways in which we were able to accelerate execution. And the second component is, and it kind of goes back to that thread of get your smartest, most curious people to teach you. We're trying to up the

learn, pivot, and change course in a way that we needed to. So that ecosystem of people that we really cordoned off and decided that we were going to have innovate for us was one of the ways in which we were able to accelerate execution. And the second component is, and it kind of goes back to that thread of get your smartest, most curious people to teach you. We're trying to up the

learn, pivot, and change course in a way that we needed to. So that ecosystem of people that we really cordoned off and decided that we were going to have innovate for us was one of the ways in which we were able to accelerate execution. And the second component is, and it kind of goes back to that thread of get your smartest, most curious people to teach you. We're trying to up the

for our own teams to access all the tools that are out there today and come and apply it to the processes that they struggle with every single day and come and tell us how they apply something in a way that we can actually figure out how to take and scale.

for our own teams to access all the tools that are out there today and come and apply it to the processes that they struggle with every single day and come and tell us how they apply something in a way that we can actually figure out how to take and scale.

for our own teams to access all the tools that are out there today and come and apply it to the processes that they struggle with every single day and come and tell us how they apply something in a way that we can actually figure out how to take and scale.

The best people who are going to tell you how to fix what's going on aren't necessarily the leaders and the managers who are so abstracted sometimes from the day to day.