Do you give more attention to your customers with the household names than you do your small-time companies?

...no? Well, then you haven't quite fucked up like we have.

In this episode, another guest joins us as we share our struggles with giving preferential treatment:

00:00:00 - Intro

00:02:08 - Overlooking SMB accounts

00:04:34 - The allure of enterprise clients

00:06:00 - Reframing SMB value

00:09:14 - Lessons from enterprise pitfalls

00:13:16 - Melanie’s mid-market insights

00:18:41 - The power of customer praise channels

00:23:03 - Adjusting standards for SMBs

00:30:37 - Building scalable customer communities

00:33:47 - Wrapping up

And hey, we want to hear from you! What topics do you want us to tackle next? Reach out and let us know. Remember, we’re here to share how We Fucked Up So You Don’t Have To.

Reach out to Melanie: https://www.linkedin.com/in/melanie-faye/

Reach out to Stino: https://www.linkedin.com/in/stijn-smet-%F0%9F%90%B3-330435a9/

Sign up for the Lifetime Value newsletter: https://lifetimevalue.link/subscribe

Mentioned in this episode:

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Segment

[Ejieme] (0:00 - 0:32)

I'm on a project working with Nike. I'm working with the UN on a really amazing, impactful thing. They would be like, oh, that's interesting.

That's so cool. She's so fun. But then when I had a larger book of business with Joe Schmoe, auto retailer, that no one had ever heard of, I was a little bit like, okay, yeah, they're customers.

We need to support them. But they weren't as sexy or as interesting as the big name brands.

[Voiceover] (1:01 - 1:17)

Brings his unfiltered wisdom to the table, while Melanie, the seasoned customer success manager, offers invaluable career insights. Together, they'll laugh, learn, and navigate the twists and turns of the customer success journey. So buckle up and let's dive in.

[Stino] (1:21 - 1:54)

The UK knew that it lost its ray of sunshine over the weekend because she is moving back to the States. I'm talking about the powerhouse, the power lady. She does it all.

I'm talking about Ejieme. Hi, Ejieme.

[Ejieme] (1:55 - 1:59)

Hi, Stino, and hi, Melanie. Thank you so much for having me on.

[Stino] (2:00 - 2:07)

Thanks for joining. Yeah, we're super excited. So Melanie, talk us through.

What are we going to talk about today?

[Melanie] (2:08 - 2:21)

Today, we're going to talk about how we fucked up by not giving enough love or attention or maybe misunderstanding our SMB and mid-market accounts and focusing a little bit too much on our enterprise accounts.

[Stino] (2:21 - 2:28)

Awesome. So Ejieme, do tell us, what did we fuck up?

[Ejieme] (2:29 - 4:32)

This can be maybe a therapy and a workshopping session. Yes, let's do it. So my fuck up has been, my background, I worked at Accenture and PwC as a management consultant.

Obviously, those large companies work with other large companies. And so I was used to working with brands like Verizon and Nike, FedEx, the UN, and those big complex brands are interesting. They're names of companies that people know.

So I could talk to friends and family, wouldn't share the details, but say, I'm on a project working with Nike. I'm working with the UN on a really amazing, impactful thing. And people would know.

They would be like, oh, that's interesting. That's so cool. She's so fun.

But then when I had a larger book of business with Joe Schmo, auto retailer, that no one had ever heard of, I was a little bit like, okay, yeah, they're customers, we need to support them, but they weren't as sexy or as interesting as the big name brands. And so my fuck up was, yeah, trying to, or not even trying to, I would say not giving them the time, attention, respect as I should have. And so this is something I'm still working on.

I'm going to be honest and say that it's still a journey I'm on. And what I love to talk about is one, the mindset shift and the attitude shift and reset. You can have a whole business based on supporting SMB and they can still drive millions of dollars of revenue, billions of dollars of revenue.

There's still value there. So I want to talk about that kind of like mindset shift. And then also I think Melanie, you mentioned that a lot of your book of business is in the mid-market and SMB space.

So I'd love to talk about some of the strategies that you find successful in working with them.

[Melanie] (4:33 - 4:33)

Yes.

[Ejieme] (4:33 - 4:33)

Awesome.

[Stino] (4:34 - 4:51)

Let's do this. But I do totally agree on the fact, name dropping, that is my favorite thing to do. Like at the Thanksgiving table, you would be like, Hey, Aunt Carol, on your fifth husband, I'm working with Apple.

Take that.

[Ejieme] (4:52 - 5:02)

I love the Thanksgiving clap back. I love it. Cause she's like, Oh, you've been at that job like some reviews.

You're like, Hey Aunt Carol. Yeah. And I'm working with X flour shop.

You're on your fifth husband.

[Stino] (5:03 - 5:50)

There we go. So, and I do get that as well from like, if you're working with Baker Susie, that you're like, you're not going to name drop Bakery Susie, but you are going to name drop Apple. But I do think I were going to get into that in a second, but I especially want to hear your take on it.

I found it during my career, more difficult to onboard an enterprise customer. It's rewarding when you pull that off, but it's not always a given to get a renewal as well, because it's very, it's very bureaucratic almost. And with SMBs and with markets, I sometimes have the feeling that you can move much quicker and to your point, get more into that revenue stream that is maybe spread over five years, but they're happy to drive value with enterprises while the name dropping is super fun.

[Ejieme] (5:51 - 5:51)

Yeah.

[Stino] (5:51 - 5:59)

Sometimes it doesn't work out then. Okay. You have maybe that 1 million for two years, but after that it's gone.

So how did you do or trying to do that mind shift?

[Ejieme] (6:00 - 7:17)

Yeah. So I, there are kind of two components for me and you hit on some of them as you were talking just now. One, I think it's reframing the fact that we deliver value for all our customers.

So regardless of their size or scale, we have a product that can help solve critical needs for them. So it's just like realigning on why I love customer success and the job function is that we can add value. We can help them meet their business and personal and professional goals.

Reminding myself of that. I think the other one, cause we sell AI to the enterprise is, you know, have you all heard of Chachi PT? Challenging these days.

And so the other wake up call from you recently has been, it's actually a lot harder to get anything done. If you're selling AI to the enterprise right now, AI governance teams are coming in. They're making the sales process harder.

They're making the deployment process harder as rightfully so, right. They want to protect the businesses. There's a lot of risk in deploying this new generation of AI.

So all of the added bureaucracy makes sense, but it does slow our ability to drive impact and to drive value. And it's super frustrating. One of our largest customers in EMEA, they are a big brand top.

[Stino] (7:18 - 7:21)

Can we name drop them? Can we name drop them?

[Ejieme] (7:24 - 9:13)

They do chocolate. They're based in Switzerland, but they're now, they have a cool little brand that combined espresso and their name. So that big company and they've been a customer for years and we love them.

But, you know, we have a pilot that we've been trying to launch. It's already built, been tested since May of this year. So I'm having to reflect on the frustrations of actually having to work with enterprise.

It takes longer to get stuff done. And there's a lot of bureaucracy oftentimes. As you mentioned though, the impacts can be great, right?

You're like, oh, we actually deployed this amazing new thing with this large company. And there's a lot of learning on how to push through to make that stuff happen. On the flip side, working with some of our smaller companies and customers, they are eager to move quickly.

They move just as quickly as we do. So we can deploy faster. We can show value faster.

And in a lot of ways, they're actually eager to hear our advice and our recommendations a lot more than our end customer because they don't always have the resources, right? So like this other large company that I mentioned, their one department is the size of our entire company. When we come with advice and suggestions, they're like, okay, great.

We'll think about it. We're going to evaluate that internally. Our smaller customers are like, oh my God, we don't have the resources.

So anything you're telling us, we're going to just like consume and we're going to try to apply it. We're also a lot more receptive and open to our recommendations and to our advice and to our expertise as well. So that's been nice and refreshing.

So I go from everything stuck to some of our smaller customers, who are just eager to talk to us and eager to hear those learnings.

Yeah. I do think that we're like flipping another page because we have the same and to share like a very personal fuck up. And I don't think Will would mind me say this.

I also don't think that they listen to this podcast, but maybe they do. Like, hi, Will. No, but the thing is, I think we did that.

I think a lot of startups do that. And I do think that CSMs are basically need to learn that as well. That if you are in an enterprise, whenever a customer says like, we need this or we churn, never, ever believe them.

The reason why that is because we did that. We listened to a client where we're like, okay, we will build X for you. They taught it would be very valuable for them because for them it was like an additional permission setting that would be vital for it.

Like we all went into this types of meetings. Right. So we took that development time and that cost quite a sum because if you calculate everything to develop something for one customer, we had at that time, 300 customers, smaller SMBs who were like also telling, but we were like, yeah, bakery Susie, take a number, get in line, but hey, enterprise, we build it.

They were happy. Two months later, they churned. There we go.

Where was that? What happened to that investment?

That was gone. And that's where I think as a fuck up, I want to share as well. Enterprises are great to gain a lot of experience doing those types of customers, because I also think it's very grateful because you try and you try and try, and there are so many learnings that could help you lead your SMB segment or your mid-market one, but overall don't stare yourself blind into the sun, basically, because we all know that Icarus tried to flew to the sun by his wings.

That's a great analogy. We all know what happens to his wings.

So Melanie, I'm curious, like what's your experience working with mid-market SMB?

I think it's taken me a while to figure out how to work with them. And especially when you're an enterprise CSM, you have fewer accounts, you can focus more time, put all of your energy into making that partnership successful. But when you're working with smaller accounts, mid-market or SMBs, you are pulled in so many directions.

I'm working with a couple of hundred accounts right now, and I'm responsible for expansion. So that is constant communication, having these one-on-one calls. So on the one hand, where you were saying that they're eager to learn and they're eager to implement and adopt.

On the other hand, sometimes it's so overwhelming for them that, like you said, they don't have the resources and they're so overwhelmed by the setup and what they need to do next that they can't get to the point of adoption and actually using it on a daily or monthly or whatever it is basis. And I find that is the part where there's kind of like a bottleneck or a blocker with the implementation side and getting through that so that they can find the value on the other side, because they're bogged down. They've got all this other tech that they use.

I have some customers I work with that are implementing two or three softwares at the same time, which I would never recommend, but you know, they go to these conferences, right? And they stop by all these booths and they do these demos and everything looks exciting. And they decide to do everything at once and change their business all at the same time.

You know, it's a challenge for me to get them to the next level. And I think like, yes, as much as they're really excited about it, it's still a lot of accounts all at the same time where I'm trying to help them expand and trying to help them adopt, but they have to do their part. And then I can kind of come in and do my part.

And I think setting expectations is so crucial, just letting them know what the next steps are, what they need to do in order for us to move on to the next stage or phase.

Yeah, that's a great point. The other thing that came to mind as you were talking, Melanie, too, for me as a CS leader is we have segments of CSMs, right? So we have two CSMs that focus on enterprise, because usually it's hard to mix both, like you said, if you have enterprise customer base, you have fewer of them, but you go a little bit deeper because they're larger and more complex, and they usually have multiple stakeholders you have to manage.

So I'm going to add another fuck up to these fuck ups, right? You know, when we started to segment and we had CSMs that would handle the SMB and mid market is like making sure that they also get the recognition of their business, right? We have starry eyed with the CSMs that you know, have the enterprise accounts, but how do we make sure that the CSMs and account managers who have the smaller books of businesses, what are we doing to uplift their experiences and to highlight the work?

I want to talk about that, because yeah, it's been something that I've had to grapple with and make sure that they're getting the recognition, and they're getting the shine too. Although their customer base is not as sexy.

Sure. And I want like I dare every leader that is listening to this podcast as well to pull up the numbers. Like I bet your sweet little peach that your SMB segment has bringing in more revenue than the 10 enterprise customers that you have, like, I don't know it by heart.

Our mid market segment in whale compared to our enterprise is by far bringing in more revenue than our enterprise customers altogether. I love that. I love that.

I mean, the short answer is it depends. So you know, we're actually, yeah, we're almost because we have much we have a lot more enterprise customers too. So they still represent more.

But I think what I'm trying to do I'm taking on a new role again, is how do we start to emphasize on the process of having to manage so many smaller accounts, but praise the CSMs for the systems they're creating in order to even be able to do that, right? So different set of skills than managing the enterprise book, but those skills, actually, when you think about tech that needs to scale, tech that needs to be more efficient in how we grow, I would say that the CSMs that handle the mid market and SMB books are actually setting our CS teams up for greater success, because that is what's going to help us scale. So I think CS leaders need to really start reframing the work that those teams are doing to be like, actually, this is what's really valuable.

Like, okay, our enterprise CSMs, they might have a larger book of business, but what's going to help us scale and grow efficiently and sustain our business is actually the work that these other CSMs are doing.

Slaying the house down.

What are your thoughts on that? That's my perspective.

I want to know Melanie, because I'm in a more biased position, because I get to choose my tools. I'm leading the team. So in that sense, I want to hand it over to Melanie Moore.

That's a tricky question. Do you feel valued? But do you have the tools to get?

Because you mentioned that you had a couple of hundred of accounts. Again, we do as well, but I have the tools in place that makes me feel confident that we could handle that to Ajami's point, that we could scale with the tech tool stack that we have. But like, what about our sweet little Canadian on a tiny island?

So in my role now, we're getting there. Certainly, like a year ago, we were kind of, in my opinion, like a little bit of a scary place, right? It was data all over the place.

Prepping for calls was a pain. It was very challenging to find the data that we needed to even prep for a call. But I think we're making changes in this role now and bringing on additional ways that we can segment our clients ourselves, reach out to them, offer office hours, webinars, that type of thing.

So we're doing things a little bit differently than we did a year ago, which makes it easier to see accounts rather than just having this one-on-one time that was so important for us a year ago. But in other roles I've been in, we've done things really interestingly. My previous role, we would capture these outcomes when we were on calls with clients or having this meeting where we could really find out what has worked really well for them, document all of that.

It would move itself into Slack. The company was aware of these SMB clients or these mid-market clients were meeting these goals. And it was really interesting for everyone to see how these smaller accounts, their big impacts happening in the business, even though they're not the sexy accounts, there were still really exciting things happening.

And we were seeing growth on those accounts and they were doing more, buying more. We were able to upsell. There were other things happening with that rather than just managing, not just, but managing this enterprise account and seeing expansion that way.

So I do think the tools are important, but I think there are creative ways to manage accounts without a whole lot of tools.

Yeah. And I love the point you made about the recognition at scale. So I love the Slack integration, where then you could share that with your broader team.

Is it the whole company? Yeah. Yeah.

Even, right.

I love stuff like that because that then is able to quickly highlight, here's the impact we're having. And everyone loves that. This is why we're in business and this is why we're building these products.

So I think that's a great little thing that more people can start to do.

Yeah. Well, a hundred percent. And even if you don't have that integration, like you're having meetings for anyone listening, because I know the last podcast and you had me at the podcast webinar with Christy as well, where it was all about data.

But even if you don't have access to data per se, like product usage data, the meetings, like Melanie mentioned, the meetings that you're having one-to-one is also data. So if you just already are putting that into a Slack channel, okay. It's maybe manual work, but that gets the recognition and it makes it knowledgeable for the entire company.

I do that.

Yeah. We started a customer wins channel. Yeah.

I started it at our company. I agree. I'm like, hi.

Take the win, baby. Take the win.

I will. I will. Thank you.

Yeah. And it was just exactly this, right? So, you know, CSMs started it, right?

I was like, hey team, we need to share our wins. And a win is not like a big case study, a successful QBR. It's we were on a call and the customer said, thank you so much for accommodating a last minute reschedule.

I really appreciate how flexible your team always is for us. Something like that. But just even any time a customer says something that makes you feel warm and fuzzy, share that warm and fuzziness with the broader team.

And we started to do it. And then we were surprised when our product engineering team would log little insights of data that they would see happening on a customer account that we weren't even aware of. So that kind of spread that energy and that, again, those fuzzy vibes also started with the CSM team, but then also spread across the team as well.

Everyone wants to hear great customer feedback. It helps you feel fulfilled in your role and in what you're doing. So I love that kind of like, how do you share those?

That is a good idea.

And you know, one more thing that came out of that is we have that a customer praise channel too, but sometimes it's nice CSMs just to have that little like story in your back pocket, right? You saw something in a Slack channel, something that really worked well for a customer, and then you can slide that into a call and just have them thinking about a different use case or a different way to use a feature or why they should use a feature. You know, there's someone else just like them.

So they're learning from other customers while you are getting this data from Slack or wherever it's coming from and using that on your customer calls as well.

I love that.

So are you the only one that doesn't have a customer praise?

Yeah, we do have a client.

We have a client updates channel where we do our updates, but more for meetings. And it's basically also for me, like I go over that channel once a day to be informed of customer meeting, not to be like micromanaging whatsoever. Oh my God, I'm making it worse.

But the thing is to make sure that if there are any questions that I can like, or if I have any questions about a meeting that I can respond to those Slack messages, but that praise channel is indeed something. It's a brilliant idea. Also, even if it was right in front of me, I didn't think of it.

So thank you, ladies, because I'm setting this up after this recording. Ajme, I do have a question for you because we went into hey, giving enterprise attention and not so much the SMB mid-market. Did at one point not work out in your favor?

I'm trying to find the words, but it almost backfired as a very strong word, but where you were like, ooh, I'm fucking up, I'm fucking up, I'm fucking up kind of feeling.

Not entirely because I mean, they still had coverage.

Yeah. Well, yeah, it's not that we're going to ignore them.

I think where the fuck up lied is when I didn't push back sufficiently on they had the same metrics as our enterprise customers in terms of retention and not expansion size, but expansion conversion. Yeah. It was like, okay, we're going to all, they get treated differently, but we're going to have the same kind of targets.

Standards. That makes sense. Right.

So I learned quickly that, okay, we need to readjust. We need to readjust. They're not going to retain in the same way.

They're not going to expand in the same way. Actually, the expansion conversion is higher on that book, but the retention is a little bit lower. And that's also a proxy of how our agreements are.

So with our enterprise customers and a lot of enterprises do this, they like to sign multi-year agreements. So it's like, okay, well, our retention rate for that book, because we have multi-year, it's a lot higher. It's always likely going to be a lot higher than for our smaller segment customers.

So I think the fuck up was like, yeah, assuming they'd have the same standards.

Good one. That is an important one. Melanie, for you, do you have the feeling that you are held to the same standards as you would say to your enterprise counterparts?

I would say...

In a hypothetical company?

A hypothetical company. I do find sometimes that it's hard to share product feedback with product or engineering because these smaller accounts, maybe they're not that interesting, or they're asking for a feature that it's kind of on the roadmap, but we're not going there yet. And so sometimes I'll find that it's not taken as seriously as when the CSMs for the enterprise accounts start to request, can we move this up on the roadmap?

Things like that. So I do find that in a way, it's a little bit more of a challenge. And in all the roles I've had, it's been the same where you kind of have to push and push for something.

And we use an app that tracks all of our feature requests. And so sometimes there'll be like 300 votes on a feature request, and it's still not moving there because they're all sort of smaller customers that are requesting it, whereas they can make a bigger impact across multiple enterprise clients launching this feature that doesn't matter to the SMB clients. In that way, it's kind of interesting.

It's also kind of scary once a mid market, I'm sure this is the same for enterprise too, but once they start to fade away and you're seeing usage drop or they never really got started, it's really hard to get them restarted with you. And Ajami, that's what I was going to ask you. If you found like when you were reframing and you said, okay, I do need to give some more love to these accounts.

Did you find it hard to get them back again and actually set up a call with you or set up a meeting? Because I think that's a challenge that a lot of CSMs have is the ghosting and they're interested, but they're not, they don't have interest. Yeah.

Like they are, but the resources are so great.

They're all auditioning to be Casper, the friendly ghost at the Broadway play.

Yeah. They're all getting that part because they just, they don't have the time. Even if they want to meet with you, they just, they can't slot it in.

And if they do meet with you, then you still don't see changes after those calls.

Yeah, we definitely, I say it was probably split evenly when we finally did reinvigorate that segment. I feel like my word choice there.

Good word.

We did, yeah, I think it was split where half of those customers were, yeah, they have other priorities, you know, other things going on. Like you said, limited resources, limited capacity. So now like re-onboard, if you will.

But then we had the other set of them though, where, so we do business messaging communication. So we're basically oftentimes the first line of communication to their customers. But for the other segment of customers, we're mission critical.

We're business critical because it's how they engage with their customers. So they were like, yes, we want more time. We want all the time.

And I think that's the other balance and we should get into it is that because some of the smaller companies and customers that we have, they don't have those resources. They actually are the ones that are demanding more of our time and intention too. Right.

But then, you know, we don't have the resources internally to be able to give them the same amount of time individually. Right. So that's something worth, you know, having to work on.

Right. Because like, okay, yes, I understand that our tool is business critical for you. That's actually a great place to be in because that means they know what that means, or we're mission critical to their business, but then they want us to basically give them a whole employee for a month to help them.

And unfortunately they don't pay us enough to be able to. So it's like, yeah, how do we balance that? And I'd love to get some advice on, you know, I know there's all these scale solutions now and like AI to also help, but it was actually working because we're starting to work out a bit.

Yeah. I think for us, especially with you're hitting the nail straight onto the head when it comes to, especially for the smaller customers, because they don't have the bandwidth and they expect us to do the heavy work. They don't have the bandwidth or the budget.

That is so true. Like we really worked very hard for the last three years. Like that is, we're still working on that, but especially for the self-service customers, as you may call them, try to make the road to the first value win within the first 10 minutes, if it's possible within your product, because we really are working very hard to make that habit loop.

I hate that work because I literally vomit on that right now because I heard it so much the last three years. But like what you actually want to do is really investigate your habit loop from a customer success point of view. What is it that you want the client to do to make it stick?

And with Will you can do everything about everything. Like you can do a lot of things with Will, but like really to make it work is just sending one assignment. That for us in the investigation, that would be like first value win.

It's a small one, but it's a value win. So it's not going for your mission solution statement of the company. Don't try to reach that within your self-service.

Break it down to, okay, if I log into the platform, what is the first thing that I want a customer to do because it will drive value to them. Again, not the whole shebang, but just that one, that first little habit loop. But that will take you time.

It will take you time to investigate. It will take you time to build it. It will take time to test it, to iterate on it.

That for the last three years, that has been something that we iterated a lot on, but I do have the feeling that we're getting there, but I'm not confident enough to say that we have it because the product changes, the market changes, your customer changed. So in that sense, don't build and be like one and done. This is something that should be on your radar at all given times.

Yeah.

And that's it for me.

No, I love that. The one valuable thing in trying to make it incremental and have that build over time. The one thing we're investigating is a customer community.

We want to keep them. We want to keep them growing and successful in our product, but we need to figure out a way to scale that support model for them as well. I love that.

Yeah, I do too. I think that's one thing that we've done really well at my current company is that when they launched the company, they launched a little Facebook page and today it's grown to, they're never going to move it off of this Facebook community because it's worked so well. Even for people that don't have Facebook accounts, they create one just to log into this user community.

We have thousands of members on this user community. Some old customers that churned, they stay active in that group and they come back, they sign another contractor, they become a monthly subscriber again. It's really interesting to see how the power of that community and the little things that matter to someone lurking can make a huge impact and they can come back and they can start using the software when they said, this isn't right for me.

It's also made me a better CSM because I didn't have much accounting background before I started this role. I didn't really know anything about bookkeeping or accounting. What I have learned, workarounds, it's really interesting to be able to pick up on little things that I can take into calls.

Workarounds that customers have really creative ways that they use the product and they share screenshots and templates. These are all things that I use in my outreach, like my segmented emails that I send to clients. These are all things that I take out of that community.

I love it. We need to have another call on how to pull off a great customer community because the horror stories that I've been hearing, we're on the launching something ourselves as well. Because indeed, I do also believe that is the next big thing for 2025 and your digital approach.

We need to have a call and a sit down to share.

Let's chat.

Yeah. I was going to say, you can have the, I mean, aligning to the name of this session, someone who fucked up their customer community. I want to tune in and learn how to do it right.

What not to do.

I was first going to propose that maybe let's all, because we're going to try it and be like, okay, let's re-intervene in six months and record that session.

And then we're going to be like, oh, we abandoned it. It failed spectacularly.

Who said Facebook was a good idea?

It crashed and burned. And we're going to wrap this off. And I want to do a little bit of a round table of the biggest key takeaway that you want to give to the audience.

Ajami, you're, no, you're going to get lost because you're the guest. So it's an honor to go first. And Naldi, start it off.

Key takeaway for me, really just the core of what we've talked about today is that your mid-market clients, they need love. They need your attention. There are strategies that you can use to gain their trust, see them expand, have them happily adopt, and then grow with your business.

Awesome. For me, and I think it's so stupid and so silly maybe, but for me, the eye-opening thing was the customer praise channel. But we do that like in all hands meetings, we have a slide that says what are the customers saying, but we don't have something that's permanent.

So I do really love that. I really love that. So I'm building that because it's super easy and it has a huge impact.

So for me, it's that and all of the stuff that you said, Melanie, that is also my main key takeaway.

Yeah. My main, so the voice is in the mail. We're going to bill you for that.

My main takeaway is I think maybe a message that we've set for CS leaders that have teams that support enterprise, human market, and SMB is making sure that they are highlighting the wins that the SMB and mid-market customer success managers are also achieving, and how in many ways, them being able to manage their book of business efficiently sets the business up for efficient growth. So that's my big takeaway.

Love that.

Wow.

I don't, I presume to end, but we need to. Why? So we make a promise to each other that we're testing our customer communities.

Let's do it.

Done. Awesome. For everyone listening in, thank you so much because I do truly think this is one of my most favorite episodes.

I do think the key takeaways and the tips and tricks that were shared in here will make an immediate impact because it are not the biggest things that people need to accept of the customer community, but also there you can already make small tweaks because Facebook is free. You can start with all of that stuff and try to make an immediate impact. That's why I really love this episode.

But of course, like come on, like we don't have Azure on the podcast every day. Only that alone. That's our quality.

We could though. We could though. Maybe we need to make it like a permanent thing.

You are now officially our co-host and we do like a foursome from now on.

Invoice in the mail.

No, but again, everyone, thank you so much for listening into another episode. Although we fucked up so you don't have to show it to me again. Thank you so much.

Bye everyone. Bye.