Secrets to Optimizing the Customer Experience with Christine Deehring

Secrets to Optimizing the Customer Experience with Christine Deehring TW

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In this episode of the Customer Service Secrets Podcast, Gabe Larsen is joined by Christine Deehring from Bump Boxes to explore the secrets to optimizing customer experience. Founder and CEO of the world’s #1 pregnancy subscription service, Bump Boxes, Christine Deehring, is driving a company with exemplary customer service agents to help ease the pregnancy process of expecting mothers. Delivering helpful products tailored to each mom’s individual needs and how far along they are in their pregnancy, Christine’s team is there every step of the way. From the moment a mom signs up, to post-birth, her agents are there to help, improve, and ease the strain of pregnancy in the months leading up to delivery. Learn how Christine successfully elevates her customer service team’s efforts by listening to the podcast below.

Uplifting and Empowering Through Corporate Culture

Christine first starts by elaborating on their company’s focus on the mother. Keeping the expecting mother in mind, Christine notes how her team has had great success with customer happiness by listening to customer feedback and adapting their products to the mother’s needs. She states, “Our mission has always been to make mom’s life easier. So I think anyone that’s growing and scaling a business really has to kind of focus on their customer within whatever niche that they’re in and make all of the decisions based around what the customer wants.”

Along with focusing on the mother or customer, she believes that when a company hosts a corporate culture of empowerment, it results in the best possible customer service experiences. She explains, “If you do the culture right, then you can empower your customer experience team to make those quick decisions, make your customer happy, and really empower them to make it happen and make it happen quickly.” To keep an uplifting environment, her company has adopted four core values that they practice in every element of business (PHAM). The first being Positivity. For her team, positivity means constantly looking for an opportunity to brighten every interaction. Second is Hustle. Her team is always hustling and looking for ways to break CX barriers. The third value is Accountability and taking responsibility for your actions. Christine understands that everyone makes mistakes and she urges her team to use their mistakes as a learning opportunity. The fourth and most important value is Mom First. As mentioned above, the mom is in every element of their business, from packaging, marketing, and phone calls. This can also apply to every aspect of their business because it is embracing a customer-centric model of CX operations.

Don’t Be Afraid to Start From Zero

Building a company from the ground up is no easy task, especially now that the world has experienced quite the paradigm shift. In this new pandemic climate, it’s more difficult than ever to focus on a company and to build one from scratch. Every business starts with an idea and it’s the action of getting that idea off the ground that can introduce entrepreneurs to multiple roadblocks. Elements such as location, funding, and product development are just a few examples of the many things new businesses have to take into consideration. Being an entrepreneur herself, Christine encourages new entrepreneurs, “If you have an idea, take it and go. The first step is just going. And don’t be afraid if you start with zero. Everybody starts with zero.” There’s no shame in starting from zero, everyone has to start from scratch and climb their way up. It’s the choice of taking what is available and making something great out of it that differentiates the successful ideas from the other ones.

Be There For Your Customer Every Step of the Way

At Bump Boxes, customer support doesn’t just start with the customer’s problem and end with the CX agent’s solution. Customer support starts from the moment the mom-to-be signs up for the monthly subscription and continues on throughout the life of their subscription. After delivery, Bump Boxes change to Busy Boxes, which come with items to help create a fun and engaging environment for mom and her newborn baby. When discussing the methods in which her CX team continually shows up for their customers, Christine explains:

When you sign up with us, you’ll get a call from one of our moms in our customer experience team. And it’s a call, it has really nothing to do with the subscription. It’s more like, “Hey mom, how are you? How are you doing?” We know pregnancy, it can be stressful. There’s so many things going on in a woman’s life when she’s pregnant and so it’s, “Hey, we just want to be there for you. If you’re craving something, we’ll find a place to get it.

Creatively engaging with the mother and being there for every step of the pregnancy process has proven to keep their customers coming back for more. Christine notes how Bump Box has a room full of sonograms and baby pictures sent in by the mothers they service. They become familiar with each mom and enjoy speaking with them as if they are old friends. For Christine, the most rewarding part of running her company is seeing the pictures and sonograms of these babies and knowing her company did something to help each mom through their pregnancy journey.

CX teams would be wise to adopt an understanding of their customers and to thoroughly engage and have genuine conversations with them. At the end of the day, everyone is going through their own journey in life and recognizing that aspect will help add more of a human element to each CX interaction.

To learn more about the secrets to optimizing customer experiences, check out the Customer Service Secrets podcast episode below, and be sure to subscribe for new episodes each Thursday.

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Full Episode Transcript:

Secrets to Optimizing the Customer Experience | Christine Deehring

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

Gabe Larsen: (00:11)
All right, welcome everybody. We’re excited to get going today. We’re going to be talking about customer experience and how to optimize it and to do that we brought on Christine Deehring. She’s currently the Founder and CEO of a cool company called Bump Boxes. So Christine, thanks for joining. How are you?

Christine Deehring: (00:27)
Yes. Great. I’m just so excited to be here, Gabe. So excited about the customer experience and just everything that we do here at Bump Boxes.

Gabe Larsen: (00:36)
Yeah, this is so fun because we’re always looking for, sometimes we talk about just general best practices, but it’s always fun to hear from somebody who’s kind of just daily living it, working the grind, et cetera. So we appreciate you jumping on. Before we do, can you tell us just real quick a little bit about yourself and Bump Boxes, just so everybody kind of knows the context?

Christine Deehring: (00:54)
Yeah, absolutely. So Bump Boxes is a monthly subscription service for pregnancy and baby products. So mom can sign up at any point during her pregnancy and she actually gets a box of products that are specifically tailored to that month of her pregnancy. So we include five to eight full-size products and we know what moms are going through during pregnancy and what she’s experiencing every single month. So it’s themed around something she’s going through during that specific month. And then when she gives birth, it transitions over to Busy Boxes, which is a newborn to three-year-old subscription. So, and on that side of the subscription, it’s all tailored around baby’s milestones and really creating that fun, playful environment for mom and baby to experience together. Yeah, so that’s, yeah, absolutely.

Gabe Larsen: (01:38)
I was telling Christine before, my wife has somehow convinced me to have four, so we have four children and so she’s definitely a fan of the idea and Bump Boxes. So love what you do. So [inaudible] that we had connected was Christine had come across a couple of things and one was something that was awesome that happened on Instagram. I mean, remind me. You guys went just, you flew up. You added a couple thousand followers just in a day or two. What was that scenario? Remind me.

Christine Deehring: (02:06)
Yes. Yes. So I think we had reached a milestone on our Instagram following and just to kind of give you guys some context and the whole post was all about how like, “Hey, we started from zero four years ago,” and that’s just it. So, that was the whole premise of posting about that big milestone for us on Instagram, because a lot of people don’t know. I mean, we started about four and a half years ago and we started from an idea, right? And now we reach over 14 million moms a month across all of our channels, right? So, I mean, it’s just kind of, “Hey,” like, I mean, it’s just, and what we try to say is like, “Hey guys, if you have an idea, take it and go, like the first step is just going. And don’t be afraid if you start with zero. Everybody starts with zero,” that’s that.

Gabe Larsen: (02:53)
I love that. Sometimes it’s ready, fire, aim, right? You just have –

Christine Deehring: (02:57)
Yes! You just have to aim.

Gabe Larsen: (02:57)
– and then you figure out where the target is later. But one of the keys it sounded like, and I’m sure the product is fantastic, but you guys do have kind of this maniacal focus on customer service and customer experience and interaction with the customer. And so it sounded like in the post, obviously you found a great niche that a lot of people are excited about, but you’ve kind of taken those extra steps to really bring the customer down the journey with you has been the separator. Is that fair to say?

Christine Deehring: (03:27)
Absolutely, absolutely. A hundred percent. So, I mean, I think, we do a lot of things regarding customer experience here at Bump Boxes. Our mission has always been to make mom’s life easier. So I think anyone that’s like growing and scaling a business really has to kind of focus on their customer within whatever niche that they’re in and make all of the decisions based around what the customer wants, right? I mean, that’s just the foundational way to run a business. But I mean, there are some things that we’ve learned along the way, especially growing and scaling, as to why it is just that important to really focus and have that non stop focus on your customer. So I think, one of the main things that we focused on is corporate culture, company culture. Because if you have the right culture, then you can actually empower your customer experience team to make those quick decisions to make mom happy.

Gabe Larsen: (04:21)
Right. Because a lot of times we– I feel like we should probably, when we talk about customer experience, we should probably talk more about the employee or the company culture. Sometimes we do all the things that the customer does, but we get that employee side. So, what are some of the fun things you guys have done to try to make that employer culture really enable or empower that customer journey?

Christine Deehring: (04:40)
Yeah, so our company culture is just amazing. So, we have four main core values and that’s what we make all of our decisions based around. So, positivity would be the first one. So, seeing the opportunity, seeing the brighter side of things. Always just trying to be positive in every situation possible and really seeing opportunity where it is. Hustle would be another one. So, constantly, just if there is a barrier, figure out a way to break through it or go around it, but figure out a solution. Constantly, yeah. Constantly move forward. Accountability is another one. So, being accountable for yourself, for your role. We know mistakes happen, everyone makes mistakes, right? I mean, we know mistakes happen, but when a mistake happens, we take, yeah. You take responsibility of it and then you fix it, so it doesn’t have to happen again in the future, you know? And as long as you fix the process, then everything’s great. And then most importantly, mom first, so that’s very customer experience-centric, right? So, everything we do, whether it’s our marketing messaging, whether it’s our site, our customer experience team when they talk to mom on the phone, how we pack the boxes, the product that we select, everything is putting mom first. And as long as we make our decisions around that, then we know we’re doing right by mom. So, that’s one of the main things and actually spells PHAM, so that wasn’t actually intended by design. It just worked out. PHAM with the P-H.

Gabe Larsen: (06:08)
Sometimes they have fun acronyms and you nailed it. You beat me to it. PHAM. That’s cool.

Christine Deehring: (06:10)
That’s right. That’s right. So that’s one of the main things I think, if you do the culture right, then you can empower your customer experience team to make those quick decisions, make your customer happy, and really empower them to make it happen and make it happen quickly.

Gabe Larsen: (06:26)
I like that. Now, I think some of the things that people struggle with. Because some people come up with big, they get to that step where they come up with some of these core values. It’s actually the ability to implement more, to empower the people to do them. Is there certain, you don’t necessarily need to go through each one, but have you been able to find ways to actually make those values and bring them to life? Is it communication with the team? Is it just highlighting them in a weekly meeting? Is it giving it an award around or what’s been the way to bring those to life and make them so they’re not just the things on the wall?

Christine Deehring: (06:58)
Yeah. Because yeah. I mean, like you can post them, but it doesn’t necessarily mean that like that’s the actual culture, right? I mean that’s yeah, a hundred percent. So, for us, I mean I think, we have weekly one-on-ones where we talk about core values. That’s how your performance is reviewed. It’s all around core values. It’s all driven around that. And then we also do gift cards. So, if someone exceeds in core values and they exceed their metrics and they’re nominated for a gift card award that we do every week. So, there’s ways to reinforce it, but I mean, I think that when you start off with your core values and you make your hiring decisions based on those core values you make all the decisions within the company, as long as that’s the cornerstone of why you make those decisions, then it’s easy and everyone gets it and everybody’s on par with it. Yep.

Gabe Larsen: (07:48)
Yeah, I like that one. The one that I find the most intriguing at the moment is the mom first, what was it called? How did you phrase that again?

Christine Deehring: (07:55)
Mom first. Yeah.

Gabe Larsen: (08:00)
Okay, because it sounded like, and again I’m thinking about some of the posts you guys have. You’ve done some fun things to kind of, it’s not just, “Here’s a box, good luck,” right? There’s these little cherry on tops, these little extra things you guys have done to make it personalized, make it kind of extra, make it feel like you care more. Do you mind sharing a couple of those that may come to mind?

Christine Deehring: (08:21)
Yeah, absolutely. So, we call all of our subscribers personally. So, when you sign up with us, you’ll get a call from one of our moms in our customer experience team. And it’s a call, it has really nothing to do necessarily with the subscription. It’s more of like a, “Hey mom, how are you? How are you doing?” Like we know pregnancy, it can be stressful. There’s so many things going on in a woman’s life when she’s pregnant and so it’s like, “Hey, we just want to be there for you. Like, if you’re craving something, we’ll find a place to get it.” Yeah. Like, whatever you need –

Gabe Larsen: (08:58)
Have there been some weird experiences where you’ve done something like that, where someone’s been like, “I’m really not doing well, I’m craving something,” and you ordered fries or something like that?

Christine Deehring: (09:07)
Yes! Yes! Oh my gosh! A hundred percent. I mean, yes. And that’s why our moms love us and what’s really cool, especially when we make those connections with mom. I think what’s so exciting to see is even in our customer experience room, I mean like, we have so many sonogram photos, so many pictures that moms have sent in. If a mom signs up with us and she’s with us her whole pregnancy and finally, she has her baby, it’s an exciting time that we all celebrate. We all get excited about and then she sends us pictures and we put them up on this wall and that’s really exciting when you know that you’ve made that connection. [Inaudible].

Gabe Larsen: (09:47)
Cool, cool. So they actually send you, just by a chance, they’ll send you a picture and you’ve kind of thrown it on the wall in the customer experience room, you said?

Christine Deehring: (09:56)
Yeah. Yeah.

Gabe Larsen: (09:56)
Awesome. I want to highlight though, the phone call. Because I do feel like, it is a small, well maybe it’s not a small thing, but this proactive customer support or proactive customer experience feels like it’s just a hot trend or a real differentiator. We’re so used to taking inbound query or the chat query or the email inquiry or the ticket, but actually taking the time to go outbound, whether it’s a challenge, a new cut, I feel like that’s pretty different. And it sounds like people appreciated that a lot.

Christine Deehring: (10:31)
Yeah, absolutely. And I think something that we’ve done too, is we have a very direct feedback loop with our customer experience team. And so I think it’s super, super important, especially as you roll out new initiatives, as you’re trying and testing things, as you’re trying to figure out exactly what’s resonating with mom and what she wants, having that contact with your customer directly and asking those questions and being in that feedback loop is super important. So, I know, recently we rolled out a VIP program. So, any mom that subscribes with us, she gets, depending on how long she’s committed to, she gets a specific discount to our store just for joining our subscription. And that was something that came up from just customer feedback, right? And so it’s definitely nice to have that instant feedback loop so that way you can make changes, you can test things, you can roll new things out just to make sure that you’re really sticking through to that mission.

Gabe Larsen: (11:33)
No, that is powerful because I think a lot of times as sales and marketing, we don’t listen to our customers enough. You want to, but you don’t get that feedback loop tightened. How have you done that? Is it the channel? I mean, are you guys pretty channel agnostic? Meaning it’s like, hey, when you have this customer experience person, you can communicate them very easily, whether it’s on tech or phone or email, or is it that you have these kind of weekly check-ins or how have you made that feedback loop more fluid?

Christine Deehring: (12:05)
Yeah, absolutely. So, I’m actually in touch with customer experience every single day. So, they actually report directly to me, you know what I mean? And we’ve done that by design. Yeah. We’ve done it by design because I think I want to be as close to our moms as possible. And I think that has been super important to our growth, right? Being able to kind of hear what’s going on on the ground. Being able to talk to moms a couple of times a week, like just to make sure that we’re still staying true to that mission, that they feel good, they’re having a great experience and then, you know, asking for ideas, like, “What else would you like to see from Bump Boxes? What other things have you thought about that would be helpful that we could provide?” and I think being that close to customer experience has really been helpful as we’ve grown and scaled and learned along the way.

Gabe Larsen: (13:00)
Yeah, sure. Because sometimes that is the hard part, right? Once you kind of lose track of the customer, you lose track of so much of that goodness. How many people, obviously there are challenging times going on and some businesses are up, some businesses are down. As you kind of think about your own business and lessons learned over kind of the last month or two, and we can kind of bring this to a close, what would be feedback or advice you’d give to people who are looking to scale and obviously be successful while times are maybe a little more difficult?

Christine Deehring: (13:30)
Yeah, absolutely. I think, when you’re kind of going through uncertain times, I think the biggest thing that you really need to focus on is over-communicating, right? Because everybody has just a heightened level of stress. I mean, there’s just a lot going on. You don’t know what everyone is going through. And so, I think just keeping that in mind and over-communicating and especially being there for your customer, having those phone conversations, and understanding that it’s quality phone conversations, right? No matter what mom’s going through, if she’s stressed out, talk to her. I think that, definitely as you’re scaling and growing, just over-communicating is always best, especially during uncertain times like these for sure.

Gabe Larsen: (14:18)
And that’s obviously true for employees as well as customers.

Christine Deehring: (14:21)
Absolutely. Absolutely.

Gabe Larsen: (14:23)
Christine, it’s fun to have you on. It’s a cool, it sounds like you found obviously a fun kind of niche that you guys are really doing well in and so congrats on that. Solving problems, making customers happy. It’s always fun to kind of see that happen. So, if someone wants to learn a little bit more about Bump Boxes or your story, what’s the best way to do that? What would you recommend?

Christine Deehring: (14:42)
Yeah! Absolutely. So you can check out You can always shoot me an email, Let me know if you have any questions or if there’s anything I can do to help. Seriously.

Gabe Larsen: (14:54)
I love that and that’s such a cool name by the way. Kudos on like a very catchy name. That was it.

Christine Deehring: (14:59)
Thank you. Thanks. Appreciate it.

Gabe Larsen: (15:01)
Well, thanks for joining and for the audience, have a fantastic day.

Christine Deehring: (15:05)
Yeah. Thanks, Gabe. Have a good one.

Exit Voice: (15:12)
Thank you for listening. Make sure you subscribe to hear more Customer Service Secrets.

What Is It Like to Work on the Product Team at Kustomer?

If you’re interested in joining the Kustomer team, check out our Careers Page.

What is it actually like to work here at Kustomer? We’re going to help answer this question in a series of interviews with folks from every department to tell you about their unique experience, and how it applies to anyone looking to join our team.

Here’s Peter Johnson, VP of Product at Kustomer, to share what it’s like to build our powerful platform for customer experience:

Q: What is unique about working on and building the Kustomer platform?

PJ: We get the chance to totally challenge the status-quo in the support space and re-imagine what a modern CRM should look like. We get to ask questions like, “Could ticketing be done better?” or “How can we improve on legacy routing models?” These are old problems being reimagined in modern tech, and we’re at the forefront of them.

Q: What skills and programming languages do we recommend applicants know and use on our team?

PJ: Project Managers and Designers don’t need to be able to code at Kustomer! Though it doesn’t hurt to know HTML/CSS or Javascript. I think the most important skill is being able to learn quickly. Yes, having previous experience leading a dev team, designing in Sketch, working in Agile, etc. are all helpful traits. However, the best PMs/Designers are open-minded, data-driven, curious, and genuinely give a shit about the products they design.

Q: What features are the product team most proud of?

PJ: Many come to mind: Obviously the Customer timeline, Synchronous and Asynchronous Chat Product, and Chat Conversation Assistant are highlights. Though I’d say that I’m even more amazed at what we were able to ship considering how quickly we shipped it, with such a small team, and in such a short timeframe.

Q: How does Kustomer set up its Product team for growth and success?

PJ: We try to inject data into the decision-making process as much as possible—both qualitatively and quantitatively. Existing customer feature usage metrics, as well as feedback, are extremely important in our future feature decision-making. There’s a quote I love that says “If we have data, let’s look at data. If all we have are opinions, let’s go with mine.”

Q: If you had to describe the Product team in one word, what would it be?

PJ: Kustomer. We commonly use the phrase “Don’t just talk about it, be about it.” At the end of the day, no phrase or one word sums up our team better. The results our team’s hard work and output can be seen in the Kustomer product.

Q: What kinds of things does the Product team do as a team outside of work?

PJ: A few recent events we’ve done: a ping-pong outing at Fat Cat, lunches in Bryant Park, drinks at the Pennsy—we definitely have a lot of fun as a team.

Q: Where have other members of the Product team worked in the past?

PJ: Social networks, CRM software companies, real estate management software, health startups, video chat software, and more.

Q: What are some of the benefits of working at Kustomer?

PJ: Beyond things like great health insurance and snacks, I’d have to say ownership. You have the chance to design and be a part of launching a totally original product that has your fingerprints on it, and is used by thousands of people every day. It’s a really satisfying feeling to own a product end-to-end.

If all of this sounds makes you think, “Wow, Kustomer sounds like the kind of place I want to work,” then we have some good news. We’re growing fast, and are hiring for our Product team in our NY office RIGHT NOW! If you’re interested in joining our team, apply directly here.

What Is It Like to Work on the Operations and People Team at Kustomer?

If you’re interested in joining the Kustomer team, check out our Careers Page.

What is it actually like to work here at Kustomer? We’re going to help answer this question in a series of interviews with folks from every department to tell you about their unique experience, and how it applies to anyone looking to join.

 Here’s Robert Charming, Head of Global Operations & People at Kustomer, to share what it’s like to be part of the team that keeps us growing and thriving as individuals and as a company!

Q: What is it like to work on the Operations and People team at Kustomer?

RC: Operations & People are the core drivers of our business. It’s through our people that we push the business forward, moving the needle on the operational goals we set out for ourselves. Being a member of the Ops & People team means being a part of the foundation the rest of the company is built on.

Q: How does Kustomer’s Operations and People team work with the rest of the company?

RC: Well, we impact everyone and a bit of everything. On the people side, we’re partnering with hiring managers to define their needs and work with them to find the right people to add value back into the organization. Once a new team member joins Kustomer, we’re also there to help support them in their professional (and personal) growth. This spans everything from making sure people have markers for the whiteboard, to talking through individual career paths with teammates. On the operational side, we help teams work together to define metrics, drive ownership in the organization, and increase productivity by streamlining processes. The joke is that we’re the WD40 of the organization—and the squeaky wheel gets the grease.

Q: What are some of the daily tasks expected of the open roles on the operations team?

RC: We’re looking for two roles at the moment—an Executive Assistant to the CEO, and a Talent Acquisition Lead. As the EA to the CEO, the focus will be threefold:

  1. Driving productivity and efficiency into our CEO Brad’s schedule and role.
  2. Overseeing and managing the office, including things like those aforementioned markers, to putting on all company events like our yearly holiday party.
  3. Ad hoc projects across the executive team.

Overall, the EA will drive the organization forward, partnering with both Brad and Robert, Head of Ops and People, to make sure we’re running smoothly at all times.

As the Talent Acquisition Lead, you’d be owning the end-to-end function, from defining roles to bringing on the talent to fill them. We have a solid foundation in place today, but there’s always room to improve. From talent branding to candidate experience and interview training, there’s a lot left to be done, and we strive to make sure the people we engage have an exceptional experience.

Q: What is unique about Kustomer’s culture, and how are Ops and People a part of that?

RC: Kustomer offers you a real sense of ownership in the work that we do. We’re very transparent with everything, from decisions to metrics, to the goals we’re setting for ourselves. This has helped us do a lot with a little and move mountains quickly. We’re proud of our scrappy, resourceful team, and we all band together when we’re facing a challenge. Specifically, the People and Ops team are helping make sure everyone is moving in the same direction with KUSTYS (like OKRs) and many other communication initiatives, like our bi-weekly all-hands meeting.

Q: How does Kustomer set up its employees for growth and success?

RC: There’s quite a few ways to list here. One of the larger things is our KUSTYS, which help define what individuals are working on during a specific scope of time. Other ways are through our benefits; we cover 100% of premiums AND coinsurance for people on our teams, also paying most of the family portions as well. As a member of the People team, we’re advocates for our employees and their best interests. As a team, we’re here to talk through challenges, provide feedback, and ensure we’re all in a place where we can be productive. There’s a lot that goes into that mission.

Q: If you had to describe the People team in one word, what would it be?

RC: We didn’t know how to answer this one, so we asked Brad and his response was “Awesome”.

If all of this sounds makes you think, “Wow, Kustomer sounds like the kind of place I want to work,” then we have some good news. We’re growing fast, and are hiring for People and Ops roles in our NY office RIGHT NOW! If you’re interested in joining our team, apply directly here.

What Is It Like to Work on the Kustomer BDR Team?

If you’re interested in joining the Kustomer team, check out our Careers Page.

What is it actually like to work at Kustomer? We’re going to help answer this question in a series of interviews with folks from every department here to tell you about their unique experience here, and how it applies to anyone looking to join our team.

First up is Jared Accettura, Team Lead, Customer Experience Consultants at Kustomer, here to tell us what it’s really like to work as an Account Executive or Business Development Representative at our fast-growing startup.

Q: How does Kustomer approach selling our product?

JA: The Kustomer product is a powerful one, and makes a real difference for our clients every single day. It’s also constantly evolving. Because of that, it’s key for our BDRs to be experts in the platform and speak to its capabilities, as well as how our current clients are using it. BDRs use that expertise to act as consultants, opening the door for CX projects in the discovery phase of a sales cycle.

Q: What is unique about the culture of our Sales / BDR team?

JA: The collaboration that exists across the Sales organization is huge. Working in close tandem on everything, from prospecting to messaging to onsite meetings, Account Executives and BDRs learn from one another, provide support, and develop new strategies for success. It’s truly a unique partnership that pays dividends for individual growth and the business overall.

Q: If you had to describe the Sales / BDR Team in one word, what would it be?

JA: Community. The CX community is a tight-knit one in general, and every member of the Sales organization is deeply entrenched in it. With so many members of the sales organization active in the space, it’s made our team feel like a true community that supports one another and pushes our team to be better.

Q: Where else have members of the Kustomer Sales / BDR team worked?

JA: Members of the Sales team have worked at a spectrum of SaaS and software companies. That includes small startups, large multinational companies, and everything in between—and not just in the customer support space!

Q: What kinds of things do Sales / BDR get up to as a team outside of work?

JA: The Sales / BDR teams get together outside of work often. Group activities like Mets games or volunteering at a soup kitchen or even axe-throwing in Brooklyn (look it up) are happening on a weekly basis. It provides a great way to bond as a team, relax, and have fun with coworkers who become not only friends, but family.

Q: What are some of the benefits of working at Kustomer?

JA: The benefits of working at Kustomer aren’t just the highly attractive pieces like healthcare options, partial phone bill payments, and more. They also include the benefits that go along with the amazing potential of working with great teammates, who are all focused on turning Kustomer into a true industry disruptor. The sky’s the limit, and it’s truly valuable and inspiring to work around so many people who are committed to the same vision.

If all of this sounds makes you think, “Wow, Kustomer sounds like the kind of place I want to work,” then we have some good news. We’re growing fast, and are hiring for a BDR role as well as Sales roles across the country RIGHT NOW! If you’re interested in joining our BDR team, apply directly here.

From Customers to Teammates: Creating a People Centric Culture

As a member of Kustomer’s People team, I frequently chat with candidates about working at Kustomer. Our conversations cover individuals’ experiences, interests, and what they’re looking to do next in their career. When candidates ask me about our team, I share how we deeply value helping people.

It’s an inherent part of what we do, and who we are. Customer service permeates our collective experience at Kustomer.

Our shared concern for others stems from the company’s history. Kustomer’s co-founders, Brad and Jeremy, have worked in the CRM space for over 20 years. They’ve set out to shift the way we think about client success. The technology we’ve built advocates for the customer by offering a holistic view of their needs. In our platform, the customer is the atomic unit of record. This model enables support teams to better serve customers and alleviate pain points created by ticket-based systems. As Brad explained, “It’s about supporting a customer and not a case.” The People Centric mindset they built into our application is at the forefront of what we do.

Brad and Jeremy harnessed their extensive knowledge to create a product that fixes broken customer relationships. Their propensity towards improving customer service defines Kustomer’s core values, which are rooted in serving others. In fact, our primary value is “Customers First.” This passion for a flawless experience bleeds over into the way we work together at Kustomer.

On a micro-level, conversations between Kustomer teammates often revolve around advocating for others. An engineer recently told me her favorite part of work is customizing our platform for clients’ specific needs. “You get to see so many use cases,” she said excitedly. “I love that our product makes people’s’ lives easier.” Our focus on people’s experience is a shared theme across teams.

Another developer shared with me that his team put significant effort into a project, but then realized late in the process a better solution existed. Despite added work, the team agreed to pivot the approach, yielding better results for our clients. “Here at Kustomer, we focus on the best outcome for our customers,” he explained.

Since its inception, Kustomer has made serving customers a priority. We take the same approach with our internal team. Our culture promotes setting folks up for success. Leaders and teammates regularly check in with one another. Individuals are encouraged to voice their opinions and map out their personal careers aspirations. I have personally benefited from one-on-ones with my team lead, gaining insights into how my work directly impacts the business and how I can continue to grow in my role.

Beyond taking a personal investment in our teammates, there is an abundance of institutional support at Kustomer. Every quarter, we survey our team to better understand their engagement and the areas we can address as a People team. We want to ensure that individuals have what they need to perform at their best. As a result, the company covers 100% of employees’ medical, dental, and vision insurance. Additionally, we enjoy a flexible vacation policy, catered lunch at our semi-monthly meetings, a free Citibike membership, and an array of other perks. Using this feedback loop, we frequently look at our total rewards package to make sure we’re appropriately serving our team, the same way we strive to serve our customers.

Every day, I am impressed by my colleagues’ thoughtful perspectives and their knack for collaboration. I find that folks are inclined to support each other at Kustomer. I spoke with a marketing colleague about cross-departmental collaboration. “When I first started in my role two years ago, I wanted to engage with the product and review its functions,” she recalled. “Our test engineer immediately offered to walk me through our platform and his process. To this day, we still exchange ideas about the product. He has been a great source of knowledge for me.” Kustomer’s People Centric culture encourages our team to learn from each other.

It’s evident our team values commitment and accountability. Our work is centered on helping people and one another. We strive to treat our teammates like our customers—with respect, authenticity, and kindness. Relationships are a priority to us, whether they are forged across our software or in our workplace. As a member of our People team, I’m excited to continue providing a People Centric culture to our customers, internal and external.

Natalie Magioncalda is on the People Operations team at Kustomer.

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