Soumya Murthy

What we found once we took one executive off of the rails and went into focus because

As executives, we were drivers.

We went in.

What we saw was in the implementation team, super talented consultative data guys, but very consensus building, trying to get everybody on board.

And on the builder side, solutioning till the cows come home.

Heard this one before, right?

So they were working so hard.

burning themselves out and trying to solve it all themselves so executive steps in what are executives we better be this right otherwise we don't have a business so timelines priorities first we went in and said as an executive what are we doing and so we very quickly were able to get that down to two to three months that impacted that logo retention and built a really strong customer base of like i said at conoco phillips exxon mobil and

Seven of the top 20 exploration and production companies were ours by that point.

Why did we do it?

Quick notes over there.

We were able to identify, negotiate with customers, what's exactly that you need?

So reporting data needed to be out in configuration up front.

They needed to establish a set of templates.

we didn't have to do.

We wanted to expose a bunch of data so they were able to see what's happening and establish a critical issue path.

The minute we did that, we were able to go expand and hire technical drivers, project managers, not traditional customer success manager.

We don't want traditional.

We want a technical project manager to come in and help drive this amazingly talented team and gave them a footprint of what to drive, what metrics to drive.

and set them loose.