Shaping and Scaling the Customer Experience with Matt Lombardi

Shaping and Scaling the Customer Experience with Matt Lombardi TW

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In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Matt Lombardi to discuss the secrets of shaping and scaling the Customer Experience, especially during a worldwide pandemic. Tune in to the podcast below to discover how Matt successfully implements three tactics to build a successful CX program.

Step 1: Gaining Executive Buy-In

Head of Customer Experience and Strategy at ServiceNow, Matt Lombardi has developed a foolproof method to building and scaling CX teams in three simple and easy to follow steps. By identifying these three critical needs that CX leaders should embrace, he has helped lead teams to excellence. The first being getting executives to buy into the CX process early, preferably within the first 90 days. Matt says, “I think under investing in this area is both the most common mistake CX leaders make and it’s also the number one reason CX teams fail to get the resources they need to be successful.” When teams are able to gain executive support and investment, they are more inclined to succeed. As Matt mentions, “CX improvement opportunities can get hidden under massive growth,” meaning that it’s greatly important for CX leaders to develop and present an attention-grabbing business case to executives. In order to build a business case, there are two main areas leaders can turn for information. The first being understanding customer service metrics and how those metrics affect retention and growth. The second is to utilize customer feedback to improve the CX. “When you put those two pieces together, you can then start telling a really compelling story about how to drive long-term growth of your company.”

Step 2: Finding Value in Metrics

The second step of building and scaling a customer experience program is to “track and report on the value” the team brings to the company. A question some CX leaders might have is how to measure the effects CX metrics have on business revenue and customer retention. To this, Matt says that it doesn’t matter who in the company puts together the financial metrics about CX. What really matters is that CX teams have the right resources put into place beforehand so that those metrics are possible. This second step is especially helpful for leaders who are creating a business case to present to executives, as it adds monetary value to the team itself, rather than simple facts or statistics. On this, Matt adds, “Right off the bat you have to be balancing quick wins and longer-term, high-impact projects so that you can kind of create and show proof points along the way.” When numbers that demonstrate how much money is saved and how much money is earned, executives are sure to listen. Noting that no other part of a company has to fight as hard as Customer Experience to prove its worth, Matt urges CX leaders to push their business case to the executives to gain support from organizational leaders.

Step 3: Staying Relevant Through Adaptation

The third and final step to scaling a CX team is to stay relevant and to consistently look for areas of improvement. It’s no secret that the customer landscape is constantly changing. It seems that every day, there is a new customer need. Identifying areas of improvement can be done through listening to customer needs and modifying processes or products to better fit those needs. To further explain this step, Matt shares an example of a customer interaction his team used as the means to improve different aspects of CX. In this example, Matt discusses how some of their loyal customers had previously purchased only one product, but as the brand expanded and more products became available, they found that those customers also expanded their purchases with the company. He goes on to say:

So what we found was there were some major problems where our products were not integrating in a way that was meaningful and helpful for our customers. We also didn’t have a really good service experience. And so customers were then dealing with and managing multiple account managers across multiple product lines.

From this experience, Matt’s team was able to alter their processes in ways that helped them remain relevant to their customers. CX leaders would do well to identify areas for improvement that will contribute to their overall relevance with their customers.

To learn more about shaping and scaling the customer experience, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Tuesday and Thursday.

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Full Episode Transcript:

Build and Scale a CX Program | Matt Lombardi

TRANSCRIPT
Intro Voice: (00:04)
You’re listening to the Customer Service Secrets Podcast by Kustomer.

Gabe Larsen: (00:11)
Hi, welcome everybody. We’re excited to get going today. We’re going to be talking about how to build and scale a CX program, even during a pandemic and to do that we brought on Matt Lombardi out of Customer Experience and Strategy at ServiceNow. Matt, thanks for joining. How are you?

Matt Lombardi: (00:26)
Hey, doing great. Thanks for having me.

Gabe Larsen: (00:28)
Yeah, really appreciate you taking the time. Give me the quick overview. Tell me a little bit more about kind of what you’re doing over there, your history and what you do over there at ServiceNow.

Matt Lombardi: (00:35)
Sure. Great. So I’ve been building and scaling customer experience teams for the past decade. It is a passion area for me and at ServiceNow, I joined about a year and a half and I’ve really been focused on one critical question. How do we create a world-class customer experience and how do we create the most satisfied, loyal customers out there?

Gabe Larsen: (01:03)
Love it, love it. And then outside of work, I usually like to ask, do you have any hobbies or crazy stuff, but I was curious about the name Lombardi. You go back to the famous coach or no?

Matt Lombardi: (01:16)
Yeah. So there’s family lore that we do, but I have not seen the proof yet, so I can’t make that claim.

Gabe Larsen: (01:24)
Well, that doesn’t count then. So any kind of hobbies outside of work? Any crazy stories outside of the name?

Matt Lombardi: (01:30)
Yeah, so I’d say the last six months or so, have been pretty wild as they’ve been for everyone. My husband and I have a three-year-old daughter. And so kind of taking her out of preschool has been a really fun, wild ride and that’s really taken up most of our free time and has been a full time job slash it’s been full of really funny happenings. So –

Gabe Larsen: (02:05)
And then she’s currently out of school right now as well?

Matt Lombardi: (02:10)
She is, yes.

Gabe Larsen: (02:10)
Well, good. We’re all fighting the same fight, man. More power to you. Good luck with it. But there are some pros, right? You do get to see her more, well there’s some pros and there are some cons let’s leave it there.

Matt Lombardi: (02:20)
There are a lot of pros. I think that there hasn’t been a day that’s gone by where she hasn’t made a cameo on my Zoom meetings and where she hasn’t cracked up my entire team.

Gabe Larsen: (02:30)
Yeah. Hey, we just had it happen. We had my seven year old to jump in here, so Matt, thankfully he’s ready for it. This is take two for our podcast here. All right, well, let’s jump into the topic at hand. Obviously a lot of wealth and experience, but as you think about CX, how did you start to craft this and shape it is you wanted to really scale from where they were and where you want to go?

Matt Lombardi: (02:54)
Yeah, so that’s a good question. So in my experience, building strong CX teams and really growing them, I found that there are three critical needs that every CX leader has to embrace. The first one is getting executive buy-in early and often. And in my experience, this is the number one priority that has to happen in the first 90 days.

Gabe Larsen: (03:27)
Right.

Matt Lombardi: (03:27)
Number two is track and report on the value that your team is creating for the business. And that ties in to number one, but there’s a lot of balancing of quick wins and longer-term, high-impact projects that you have to be constantly juggling and think about. And then number three is continuously adapt and improve to stay relevant. And that’s especially true now when our customer needs are changing every day.

Gabe Larsen: (04:03)
No kidding, right? Yeah. Amen to that. Well, let’s double click on each of these for a minute. I mean, number one, I feel like a lot of CX leaders, maybe it’s gotten a little easier with all the commotion that’s been going on. But certainly, if we were kind of polling our audience not too long ago, CX executive buy-in, talking different languages, getting necessary funds, misunderstandings, speaking different languages, these were all things that really came out as we were asking, again, the audience for sample talk tracks. How did you go about that? Any examples, stories or recommendations people should take to make the knowledge of reality?

Matt Lombardi: (04:41)
Yep. Yeah, absolutely. And I think under investing in this area is both the most common mistake CX leaders make and it’s also the number one reason CX teams fail to get the resources they need to be successful. So when I’m thinking about the last few times, I’ve led and grown a CX team, including at ServiceNow, there’s really one big question that I focused on for my first 90 days. And that was, how can I create a business case for investing in CX? And especially at a company that’s taking off like a rocket ship. That adds an extra layer of complexity because CX improvement opportunities can get hidden under massive growth. So I tend to be a bit of an impatient person. And so it takes a lot of discipline to not immediately jump in to CX improvement initiatives, to actually step back and focus on that one question. So there’s a few steps that I like to take to help answer –

Gabe Larsen: (06:02)
Yeah. Double click that on that, if you can. How do you think about a business case? Because I think that’s where we want to go.

Matt Lombardi: (06:08)
Yeah. Yeah. So, I think that the first step is to understand how it’s possible years and years of customer satisfaction metrics impact retention, upsells, and cost to serve. Once you have that down, and I know that can be a lot of work, connecting a lot of dots across different silos, but when you get there, you then need to move to a phase number two, which is to drill into customer feedback. Lots of unstructured customer feedback is ideal to understand what levers can be pulled to improve the customer experience. And then when you put those two pieces together, you can then start telling a really compelling story about how to drive long-term growth of your company. And at that point, the power of experience management becomes clear.

Gabe Larsen: (07:09)
Yeah. Yeah. I mean that first part of just tying the soft measures to the hard measures, like how much does call time or handle time or NPS or whatever, it kind of, or customer truths, how does it all affect top and bottom line metrics? Is that, did you work with your finance team on that? Did you do it yourself? Like how do you, how do you tie those? Because I think that’s the gap. We know we care about revenue for example, or the CEO cares about revenue or the financing, ARR or whatever that metric. And we care about voice of the customer effort score, NPS, but –

Matt Lombardi: (07:51)
Yeah. And then, so my position on this is it doesn’t really matter who gets that job done. What’s most important is before you start leading this kind of endeavor, you need to make sure the other right resource is in place to actually do that work. And that should be a top priority first hire is getting someone with the right business acumen who knows how to do that kind of modeling to support your business case. And so for me, just looking at my team’s trajectory over the course of this pandemic, we’ve more than doubled over the last six months. We’re going to continue to grow into next year. And a large reason for that is because we built out the right business case.

Gabe Larsen: (08:45)
You nailed it on the, I can’t, I almost don’t want to go passed this one because I just feel like it’s, you can’t, you just can’t win if you don’t do this and you don’t do it right, you guys. So the first one was, and now I’m forgetting because I was going a little bit deeper, but you kind of said get the metrics and tie them to, this hard metrics tied to the soft metrics. And then what were, what were you, there was a part two to that. Apologize, I –

Matt Lombardi: (09:06)
Yeah. Yeah. So get the metrics, number two, understand what levers you can pull that then create a better experience and impact your bottom line. And it’s when you meld those two together where you can make that business case.

Gabe Larsen: (09:23)
Okay. Then that feeds nicely into number two, which was really tracking and reporting, I assume, on some of those levers. So that now we’re getting kind of a continuous flow. Is that correct?

Matt Lombardi: (09:32)
That’s right. That’s right. And so it’s one thing to know if I can convert my unhappy customers into happy customers, this is what the bottom line impact is going to be. You need to take it to the next level to understand these are the top customer pain points that are slowing down our growth. And these are the ones where I think we can have the best ROI. Once you have that full story together, and you bring the executive team on board to get full alignment on what the top opportunities are, that’s when you can start having some fun.

Gabe Larsen: (10:13)
Yeah. Interesting. Interesting. And are there certain metrics that you find that are more important that you try to kind of watch or you found to be interesting in your own business that you’d be open to share?

Matt Lombardi: (10:24)
Yeah, sure. So, I mean, I think for me, it always comes down to what is the top-line CX measure for the entire company? And for me, that’s often NPS, it doesn’t necessarily have to be, but then taking it down a few levels and understanding what is driving that top-line score. And there it’s, typically around what is driving value for customers and figuring out, what kind of metrics will help you get there.

Gabe Larsen: (11:04)
Hmm. Got it. Okay, so you get those kinds of tracking and metrics is the big second piece, right? And that’s tying into this bigger business case vision. You make sure you get the right metrics, understand where the strengths and weaknesses are and dive into that. That number three was this iteration concept. That’d be good. Double-click on that. How have you seen that affect your business? What some examples there?

Matt Lombardi: (11:27)
Yeah. So there’s a few things that I think about there. I think just simply building the case, getting executive alignment around what things should change, where resources should be spent, and then being able to show what kind of bottom-line growth that will lead to that, that is that is really the first and most important thing that you need to be focused on as a CX leader. And what I see time and time again, is CX teams that fail to connect what they do to revenue growth and cost savings that executives actually care about, they can expect to see job cuts. Especially during times when companies are looking to tighten their belts. I see, again and again, CX teams are often the first that get snipped. So once you get the organization kind of moving in the same direction, it’s then, kind of my point number two, is focused on tracking and reporting on the value that your team is creating for the company. So what I think about there is, and I think I referenced this already, right off the bat you have to be balancing quick wins and longer-term, high-impact projects so that you can kind of create and show proof points along the way. And so, yeah, so for me, it’s kind of, what’s interesting about being a CX leader is I think there’s no other role in the organization that is forced to prove its value again and again, continuously. If you’re in sales, your numbers kind of show what kind of value you’re adding. In CX, you really need to do that hard work of rolling up the sleeves and prove it every day, every quarter.

Gabe Larsen: (13:47)
How do you keep that kind of iterative mindset? I mean, it is hard. You do it once and you don’t, you let it stay stale. How have you found ways to kind of continue to innovate, continue to iterate and continue to find those kinds of ways to improve the customer experience?

Matt Lombardi: (14:00)
Yeah, so I’d like to keep track of both smaller proof points as well as larger showcase items. And so I’ll give you an example of a sort of smaller proof point example. So a strong NPS program should be the engine for your customer reference program. So one easy way to show continual improvement in value, it can be as simple as tracking how many references are generated as a result of CX, and then how many deals have been closed as a result of that. So that’s just one tiny proof point that can be really powerful as you’re kind of building out your larger ROI story. And then thinking about a bigger example, at a previous company, my team identified a really puzzling CX problem. So we identified a trend that showed that our largest, happiest customers who at the time just had one product, as soon as they started to expand and purchase other products, and they became even larger customers, they all of a sudden became a lot less happy. We saw that churn was becoming a bigger and bigger problem. And so that’s obviously the kind of worst case scenario when you’re trying to grow your largest customers. So what we found was there were some major problems where our products were not integrating in a way that was meaningful and helpful for our customers. We also didn’t have a really good service experience. And so customers were then dealing with and managing multiple account managers across multiple product lines. So our research and our work ultimately led to a services transformation project that then ultimately led to incredible retention growth and customer experience gains that we could see through NPS and other metrics.

Gabe Larsen: (16:25)
Awesome.

Matt Lombardi: (16:25)
So that’s sort of a larger example that takes a long time to actually be able to prove out what value you added. But having those smaller proof points along the way goes a long way towards continuing to prove out your team’s value.

Gabe Larsen: (16:44)
Yeah. I appreciate that. I like the approach, Matt. I think it’s well thought out. It’s nice and structured. Thank you for the example. I think that definitely highlights some of the areas you focused on and found that are necessary to win. So as we wrap, if somebody wants to get in touch with you or learn a little bit more about some of these thoughts or suggestions, what’s the best way to do that?

Matt Lombardi: (17:07)
You can reach me through LinkedIn and I’d be happy to connect.

Gabe Larsen: (17:13)
Cool. Cool. Awesome. Well, we’ll make sure we put that in there. Again, thanks so much for joining. Fun talk track on shaping and scaling the CX organization and for the audience, have a fantastic day.

Matt Lombardi: (17:23)
Thank you.

Exit Voice: (17:30)
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