Matt Best

And how do you ensure that that kind of permeates throughout every level of the organization?

And how do you ensure that that kind of permeates throughout every level of the organization?

I think the interesting thing for me here as well, Chris, and coming from a sort of CS background myself, I think there's all of that complexity that exists within the team in terms of process and the journey, the overall additional customer journey complexity. The other thing is the various different integration requirements. And I think that's such a huge part of it.

I think the interesting thing for me here as well, Chris, and coming from a sort of CS background myself, I think there's all of that complexity that exists within the team in terms of process and the journey, the overall additional customer journey complexity. The other thing is the various different integration requirements. And I think that's such a huge part of it.

I always sort of liken this to my experience in the trading world. And if you have a front-end trading platform like a Bloomberg or whatever... define what it is because everybody starts there, right? It's the point of contact for the end user. So the trader originates the activity and they originate it in that platform. Therefore, that platform dictates downstream.

I always sort of liken this to my experience in the trading world. And if you have a front-end trading platform like a Bloomberg or whatever... define what it is because everybody starts there, right? It's the point of contact for the end user. So the trader originates the activity and they originate it in that platform. Therefore, that platform dictates downstream.

And it's those middle and back office systems that have to do all of the joining together and the sellotape and the glue and the staples that knits it all together. And I guess that's where Again, Planhat and where it's originated with this client first is going to have that complexity of, right, we need to take from a billing system. We need to pull from a IT service management system.

And it's those middle and back office systems that have to do all of the joining together and the sellotape and the glue and the staples that knits it all together. And I guess that's where Again, Planhat and where it's originated with this client first is going to have that complexity of, right, we need to take from a billing system. We need to pull from a IT service management system.

We need to pull from the product itself because we need to understand what that usage looks like. And that extra layer of complexity there in implementation causes more challenges. But it's so critical as a CSM having all of that in a single pane of glass view in order to serve the customer most effectively. Yeah.

We need to pull from the product itself because we need to understand what that usage looks like. And that extra layer of complexity there in implementation causes more challenges. But it's so critical as a CSM having all of that in a single pane of glass view in order to serve the customer most effectively. Yeah.

I think it also, to me, talks to the challenge of the evolution of CS. And Chris, I'm curious to get your thoughts here as the value of CS in the business and how to demonstrate that value and how to quantify the value. Because so often, again, it's a little bit perhaps more binary and a little easier to quantify that value of a salesperson by their success in closing and winning work.

I think it also, to me, talks to the challenge of the evolution of CS. And Chris, I'm curious to get your thoughts here as the value of CS in the business and how to demonstrate that value and how to quantify the value. Because so often, again, it's a little bit perhaps more binary and a little easier to quantify that value of a salesperson by their success in closing and winning work.

And where you've got someone in CS, CS is still so often seen as a cost center value. which is kind of crazy to Johnny's point of it being at the heart of retaining your client base that you've worked so hard to get. What does that mean, not just for PlanHap, but just in your experience, Chris?

And where you've got someone in CS, CS is still so often seen as a cost center value. which is kind of crazy to Johnny's point of it being at the heart of retaining your client base that you've worked so hard to get. What does that mean, not just for PlanHap, but just in your experience, Chris?

There's not necessarily a direct question there, but I'd love to get your perspective on CS and where you think it fits and how you think it should be seen and how PlanHap maybe helps do that.

There's not necessarily a direct question there, but I'd love to get your perspective on CS and where you think it fits and how you think it should be seen and how PlanHap maybe helps do that.

I think one example you gave there of the household B2B, clearly that's an operating model. That's a sort of directional challenge, which, as you said, is the top-down piece. There's the other bits that Johnny talked about there around training, enablement, coaching.

I think one example you gave there of the household B2B, clearly that's an operating model. That's a sort of directional challenge, which, as you said, is the top-down piece. There's the other bits that Johnny talked about there around training, enablement, coaching.

There's culture that could be used as a bit of an umbrella term, perhaps, that just sort of, yeah, that encapsulates a lot of that stuff. I mean, we would see typically challenges around, you know,

There's culture that could be used as a bit of an umbrella term, perhaps, that just sort of, yeah, that encapsulates a lot of that stuff. I mean, we would see typically challenges around, you know,