How to define KPIs for CS teams? What are the consequences of choosing the wrong KPI? And how can we make sure that the KPIs we choose really cover all of our goals?  KPIs are the growth engine of almost every startup company. A well-defined KPI can boost up revenues, while an inaccurate one can shift the focus from what’s important.  This week Darya Wertheim spoke with Tom Ronen, Head of High Touch Customer Success, and Nir Fogel, Head of Client Services, about one of the most challenging areas to set KPIs in - Customer Success teams. They Discuss three main dilemmas related to the topic - Is it better to define individual or team KPIs? Should you connect the KPIs to compensations? And what encourages more growth - Leading or Lagging KPIs?   *A short clarification before you listen - we know that the term CS can relate to different teams in different companies. At monday.com, when we speak about CS teams, we mean groups that help the client implement and scale with the product, and not Customer Support.  -- More relevant episodes:  SaaS Metrics Foundations series  Ep. 28 - how to define and measure success with Gil Hirsch  Ep. 53 - Leading with KPIs with Gil Hirsch 

Product and Sales are two departments that are traditionally at odds. While sales reps request certain features in the product to close a deal, the product managers work according to a pre-defined roadmap. Even though both of the departments aim for the company’s success, they usually see different ways to get there. This miscommunication can eventually cost the company a lot. So how do you align the sales and product departments? How do you build processes that improve workflows between departments? And why having a shared KPI isn’t enough for both parties’ success? This week we are talking to Leah Bauman, Product Alignment Manager, and Nir Goldstein, VP of EMEA & APAC Sales at monday.com, who will share the process of creating and defining the new role of Product Alignment, the challenges in creating a bridge between potential customers needs and the product roadmap, and how having a dedicated owner for a process already generated more than 2$ million dollars in the past year, and made many customers happier.  

Our 3rd recap revolves around being customer-centric – which sounds like a nice catchphrase, right? However it’s a huge task for any company, specifically ones that are scaling rapidly. To make this challenge more actionable we want to give you a deeper look into how we achieve this in our day-to-day practice using two examples from our previous episodes.  

Customer Success is the one team in the company that receives feedback from every shape and size of customers; whether they’re coming from a trial or paying and large or small accounts., paying, large or small accounts. We receive roughly 30,000 tickets a month covering many different needs and we answer each ticket as if it were our only user – with empathy and empowerment. But we realized that this wasn’t enough. We could use this information to enhance the platform, reduce our ticket load and empower our users even more. Essentially, we want to share with the rest of our teams what users say about the features we release and pain points they might have and to show trends or correlations between what our R&D and Product do and what users are saying as a result. So how can we turn 30K tickets a month into insights that everyone in the company can work with? This week’s guest is Effie Arman, Head of Customer Success Israel here at monday.com. Effie walked us through what we call ”Voice of Customer” and shared with us how this challenge of turning support tickets into actionable insights is being addressed. https://www.startupforstartup.com/turning-30k-support-tickets-a-month-into-actionable-insights/ https://www.facebook.com/groups/startupforstartup/