How will my role as Head of Client Success impact our clients' lives? It's pretty simple. I will not sleep at night knowing a client is unhappy with the way we treat them and/or the products and services we deliver. The main difference between my role a couple of years ago and my role today is that a couple of years ago I was spending a lot of time focusing on gathering client feedback on the product features. This feedback played a key role in bringing the product to the level it is now. Today, my role will be to ensure that our users have been well-trained and using SOLABS QM10 to its full capacity, are well supported by our team via Level II technical support, and, optionally, our NEW Level I support offering. SOLABS is proud to offer our users a mature and very solid product backed by a fast-growing offering. Our team of experts is in control and can handle technical support in an efficient and timely manner, relying on documented processes and procedures.. There are no excuses not to offer our clients the best customer experience possible.
So, what the heck do I do? First of all, I listen to you - my client. By exchanging with my clients, I am able to assess their needs and put forward the required actions. For example, if I speak with a client and find out that they may benefit from certain features they are not currently using, I will be able to put together a plan that will ensure the client is trained on those functionalities and starts using them asap. Another case I am seeing more and more of, is companies not having enough resources to dedicate to taking care of the SOLABS QM10 system. In those cases, I can offer some support from our end to ensure the system administration role (which is absolutely crucial) is taken care of. In sum, I take note of every conversation or exchange as well as feedback. I go back internally and, with my team, put together solutions that can then be offered to each client. I also share the client feedback and look at industry trends, which help us set new objectives and priorities as an organization.
Then, I look at important metrics and KPIs (Key Performance Indicators) we have, whether it be on a corporate level or a more specific level. Our Corporate level KPIs are such things as our client retention percentage (measured using our CHURN rate), our quarterly recurring revenue growth or our NPS (Net Promoter Score - how you as clients perceive our product/brand). We also have more specific KPIs in terms of support, such as meeting our Service Level Agreements by optimizing client request response times and providing the right solutions to issues in an efficient manner. Our project-related KPIs measure such things as productivity, scope, delivery, quality of our work, being on time and on budget, etc.
I put all of this information together to help highlight our strengths, weaknesses and opportunities as a company. I congratulate our team on our wins and we then brainstorm on how we can better assess our clients' needs and gaps using the system. We also continuously strive to extend our offering in order to address new opportunities. This is how our objectives and priorities are set and how new features are implemented in our products and services. It can also be a driving factor for our team to implement new internal procedures and work instructions. So, as you can see, my job would be a real challenge if clients wouldn’t talk to me. Fortunately, SOLABS has developed true and honest relationships with clients and this makes my job a daydream! is! I’d much rather listen to people than to look at graphs all day!