Customer Success Playbook Podcast Season 2 Episode 20 - From Chaos to Clarity: The GuideCX Way- Peter Ord

In this episode of the Customer Success Playbook podcast, we welcome Peter Ord, Founder and CEO of GuideCX, to discuss the future of customer onboarding and implementation. GuideCX is revolutionizing the way companies handle customer onboarding, making it smoother and more effective through its innovative platform.

Peter shares his journey of building GuideCX, the challenges faced, and the critical role of technology in enhancing the customer experience. He delves into the significance of transparency, communication, and efficient processes in onboarding. This conversation is packed with actionable insights and practical tips that will help you elevate your customer success strategies, improve customer satisfaction, and boost loyalty.

Whether you are a seasoned customer success professional or new to the field, this episode will provide you with valuable knowledge and inspiration. Don’t miss out on Peter’s expert advice on leveraging technology to streamline onboarding and enhance the overall customer experience.

Tune in to gain insights that will transform your approach to customer success!

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You can also find the CS Playbook Podcast:
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You can find Kevin at:
Metzgerbusiness.com - Kevin's person web site
Kevin Metzger on Linked In.

You can find Roman at:
Roman Trebon on Linked In.

Transcript

Roman Trebon: 0:30

Hi everyone, welcome to the Customer Success Playbook Podcast. I'm Roman Trebon and with me always is my co host Kevin Metzger. Kevin, happy belated Father's Day. How was your weekend?

Kevin Metzger: 0:41

Yeah, it was a great weekend love Father's Day Roman, you know, I, I did some stuff in the past with a project called the dadvocate project. So it's a, it's a special weekend always to kind of see dads and see dad celebrates.

Roman Trebon: 0:57

Yeah, it's awesome. We went out, we went out paintball, my first time ever doing paintball. It was awesome. And I'll tell you what, there was something therapeutic about spraying the kids with a little paintball action. So hopefully it doesn't give me any dings for being a dad, but it was a fun time out there and enjoyed it. So, yeah,

Kevin Metzger: 1:15

Peter we didn't get to introduce you yet, but how about you? How was your, your father's day? I saw you've had a post out on LinkedIn with your girls.

Peter Ord: 1:23

I'm a dad of four girls none are teenagers yet. I have a 12 year old all the way down to five year old. So I, I haven't hit the gauntlet years, but but I was spoiled. We went to go see the movie inside out to very timely because this morning I dropped my daughter off at her first summer camp. Oh wow. And so, yeah, that movie's about a girl that's about 12, 13 years old going to her first summer camp. The anxiety that kind of builds in kids that age of wanting to fit in. And it was, it was an awesome, awesome way to celebrate Father's Day. Very. That's great. It's on my, that's on my movie

Roman Trebon: 2:00

to-Do list to watch it. It did Blockbuster numbers I read this morning over the weekend, so I don't, I don't think you guys were the only four that went out and saw it this weekend.

Kevin Metzger: 2:08

Yeah. Went two on Friday night with the with two of the three kids. So

Roman Trebon: 2:14

cool. That's awesome. Well, let's we already sort of got the guest already lined up, so let's kind of get into it. Kev, we got you, you lined up a great guest. We have Peter Ord, the founder and CEO of Guide cx. You want to. Can I talk, Kev, what we're, we're going to dive into today?

Kevin Metzger: 2:29

Yeah, we're excited. So GuideCX is a solution that helps organizations solve the number one cause of churn, basically bad implementations, and we're excited to learn more. Peter, do you want to go ahead and kind of tell us a little bit about yourself, your background, and how GuideCX got started?

Peter Ord: 2:45

Yeah, yeah. So yeah, personally, I already told you my name is Peter, father of four girls. I also have an incredible wife that's you know, going through this journey with me of, of building a company. They say that the best companies are built off the founder's greatest frustrations. And one of my biggest frustrations was after I sold a product or service, not being kept on the same page. And, and that obviously can happen in a variety of different use cases. My previous company, we built a technology product for the automotive space and in car dealers are are typically, you know, a user that's very hard to engage. There's a lot of moving parts. Their job isn't to implement a new piece of software. Their job is to sell the next car or to move cars on the lot or go to the auction and buy cars for their inventory. And so you know, lots of different you know, things pulling them in different directions and, and I always thought that it was just in the automotive space that kind of specifically the SAS products that sold into the automotive space that had this challenge of keeping customers on the same page during the implementation process. But Vista private equity acquired that company that I worked at I got exposed to a number of their portfolio companies and quickly found out that, well, this is a, this is a problem that kind of expands across multiple different use cases and not just SAS And so the pain got big enough and frustrating enough to where I decided to jump ship in 2017. And now it's, you know, seven years later and we're still in business. We're still growing. We raised a few rounds of funding. And and we're, you know, we're doing awesome. So yeah, it's, it's fun. Grateful that other people have had this frustration.

Kevin Metzger: 4:24

Yeah, that's awesome. And it's definitely something like that. It's everybody and I don't care where you are part of the transition with from sales process to implementation. You always end up with communication issues there. Yeah, it's definitely and I don't care whether it's just it's a professional services type company that you're doing or whether it's a SAS product where you're implementing. You still have those miscommunications or expectations that are set. Yeah. During the sales process that don't get communicated. So how do you guys, how do you guys help with that?

Peter Ord: 4:59

Yeah, I kind of look back, take a step back and look how the consumers changed in the last 10, 15 years. You know, we are catered to with great brands. Like Amazon tells me where my package is at any given minute of any given day. And I, that's why I don't blow up Jeff Bezos when my package is late. I don't panic. I have transparency. Delta, like I noticed the other day when I boarded a plane, it told me that my bag had just, you know, successfully been boarded on the plane with me. And I thought to myself, wow, like that probably replaced thousands of phone calls into their support queue due to people worried about tight connections or late check ins or what have you. And Delta solves that problem with the transparent. Tracker, if you will it's almost like the best companies in the world are doing things so that customers don't have to call them for simple information. And so that, that, that is changing the expectations of the modern day consumer. And unfortunately, when you jump into the B2B space oftentimes, like those B2C expectations come with the people buying B2B software and they expect to be treated in a similar fashion. And when they don't, they panic when they're left in the dark, they assume the worst. And so I, I think you know, kind of going back to your question. I think there's some interesting like neurological you know, that ways in which customers, you know, behave differently today than they would otherwise 10, 15 years ago, like people wrote a case getting sent a weekly spreadsheet back in the day. But times have changed.

Roman Trebon: 6:34

Yeah, yeah. And I think in that B2B space like Peter, like you talked about, it's so different, right? At least I, I see these very long sales cycles. There's tons of different people involved in the buying process. There's, you know, like you said, the Amazon, I just go on the Amazon on my phone, buy something and it is what it is. There's not a lot of other decision makers. I need the loop in, right? I don't need to build a business case for my The new backscratcher I buy or whatever. Right. But these big softwares, there's so many people involved. And then when you buy it, you know, I think that, you know, neurologically you're like, oh my goodness, I now made this big investment. What happens now, right? Did I make the right choice? And, and if you don't have that sort of smooth, you know, handoff and onboarding process, the buyer gets nervous, the project can go off on the, on, on the wrong rails. But we talked about some of the challenges, Peter, and you'd mentioned as a, as someone that did onboarding, the challenges you faced, and I'm sure you're working with a ton of clients a day that have challenges. What are some of the common challenges that your, your clients are running up against as far as that onboarding experience?

Peter Ord: 7:35

Yeah, I think the two ones that come to mind are not just training someone on a product or how to use a product, but the change management that's required in order to, you know, execute or extract value out of that product. It's like gone are the days of teaching people how to push buttons and and, you know, perform an action in a solution. We, we have automated digital onboarding that can kind of do that. And, and we have wizard, you know, type products that can do that for the users. Where the real value comes in is, is managing what behavior needs to change in order to, to, to, to create win-wins. Now the second thing that comes to mind in order to assist with that is helping your champion do just that. Like, it's almost like you have to help them manage the people that you don't manage. Which are the users. And that's, that's why every project or most projects fail is turns out. It's really hard to manage people you don't manage. Right to get people to do things that that you don't, you know, pay on a bi monthly basis. There's no incentive and so you have to use your champion at your customer in a way to to enable that that person to manage On their side you have to arm them With tools and processes and workflows in order to help them, you know, get everyone else on the same page on their side. And there's different strategies to employ. Some best practices include, you know, creating personas within your implementation experience like customer personas. So you can, you know, or thoughtfully and eloquently help the customer, the champion know that, hey, we're gonna need someone that knows how to model data. We're gonna need someone that can sign contracts. We're gonna need someone that. You know, it knows where, where, what, you know, how to build APIs. Like I, you know, you can create all different personas that that kind of match to your customer experience. But if you don't create those personas, your champion's not going to know who to involve on their side. And so we've operationalized that process in our product, where when you spin up a project that kind of tells the champion, Hey, these are the people we need from your organization. Who are they and then that then auto assigns them all the tasks attached to those personas. And then there's kind of a cool Little UI and UX that, that engage those users and give them specific views. Some don't need a whole project for you. Some just need to use their tasks only. Well, others need more visibility into more of a digest view. There's all sorts of science behind that, but the, the, the interesting data that backs up kind of enabling your customers to self serve more, like almost giving them homework assignments and bite sized chunks through a product like guide CX. The thing that we've noticed is when you assign customers tasks in our system, we find and we analyze kind of when these tasks are completed. 72 percent of those tasks are completed after hours, meaning that like a customer, if you're asking a customer to do something 72 percent of the time they don't do that until after their normal day job. Because they're just like my last example, they're buying cars at the auction, they're selling cars during the day, they're doing their normal job that doesn't involve implementing your software or your service. And so it's, it's critical to enable them with all the information they need in order to, to, to, to help you or help them help you during any time, any, any day.

Kevin Metzger: 11:07

I have a question about that it and it has to do with how you're getting the data into your software, I guess, but is it an update that's occurring that happens after hours that hey, I'm going back and updating my status, but maybe the work was done during the hours. Are you able to tell if the works being done after hours as well?

Peter Ord: 11:25

So, yeah, it's we measure it by we have different statuses. A task has and with the ultimate final task being it being done. And in one of the things that helps our customers kind of analyze the speed of completion of those tasks is is. Almost creating a repeatable process of what they're asking their customers to do. Most companies do a really good job outlining, Hey, these are all the things we do internally every time we onboard a customer or go through an implementation workflow. But externally they leave it up to the project manager to follow up with that customer in different ways, to send them updates in different ways, to chase information differently. And what you end up with is if you have 40 project managers, you're offering 40 different external customer experiences. And so when you operationalize that external experience, you standardize it, then it becomes measurable. If it becomes measurable, then you can start to optimize it. And and that's when our customers get maniacal around, like, hey, which tasks that we're asking our customers to do across thousands of projects end up being the bottlenecks. which tasks end up having our customer having to involve more than one person to do those things. And so the analytics and reporting is, is kind of the, the, the gas, the combustion engine that helps our customers iterate on the process to decrease that time to value.

Roman Trebon: 12:53

And I think you, you hit on something, Peter, that, you know, I, I like, you know, the resources needed on a, on a onboarding. Right. And what we find is, you know, you have, maybe you have a project manager that maybe has a portion dedicated to like getting a solution on, but then there's all these other people that, like you said, it's not their day job. Right. So it's like, Hey, we need you to build these APIs. We need you to do this. We need you to do this. Right. And so, and then even on our side, right. Our sales team from an onboarding hand, like our handoff. So. For your system, for GuideCS, you must have a lot of people that are potentially getting into the system, or using output from the system, right? So you probably have your sales team could be potentially in there, professional services, just on the team selling the software, and then all the people at the client side. So how does that sort of work? What do you, I'm interested how, what, what your clients experience? Do a lot of people go get into the system themselves? Do you typically see they just want that task list that gives them what they need to do sent to them and they don't maybe go into the system as much? I'm curious how that works. I, I, I mentioned it because we, we have a system and we thought like, Oh, everyone will give everyone access to the system. And, and we found out. A lot of people didn't want to learn a new system. They just kind of wanted to do the tasks that were assigned to them and let the project manager kind of make these status updates. Curious how, how you guys handle that.

Peter Ord: 14:14

Yeah. One of our product vision statements is we work where you work. And so there's certain people that maybe want their tasks communicated to them through their own Slack channel. Maybe they just want a text message whenever it's their turn to do something. Or maybe we need to connect to another, you know, project management solution that's being used by a third party that we're trying to engage in the product that, that won't use guide CX, but that they use the Trello instance. And so we've, we've spent a lot of time, effort and money to work nicely in this, this ecosystem of, of tons of products that our customers use. So, so much so that we don't care whether or not they're in GuideCX and they're not in GuideCX. We just care about the deliverable being completed and in a timely manner. And so we work where you work. And we even measure the more people involved in a project experience, the sweet spot across our data, so we just did like a big data study across 300, 000 projects. I highlighted this at Pulse. 1 of the biggest indicators of a successful project experience of on time delivery project experience is when you involve 5 or more people on the customer side in the process. So, Roman, you just mentioned, like, hey, if sales is involved. Like who's the first, first person that gets called when there's a, you know, a rocky situation, right? The guy that sells the product. But oftentimes the customer calls the salesman and the salesman says, well, listen, I don't have all the information in front of me. I got to hang up the phone. Let me call you back. Whereas with with guide CX, right. They have a dashboard view of all the products they sold, where they're at in the process. Who's who the bottlenecks are what we asked their team to do last week, what they did this week. And so they can answer all those questions in a moment. If that oftentimes like there's three things that frustrated me at my old job that we couldn't answer eloquently, it's when customers would call us and ask when are we going live, who's responsible for what, and then the last one is, what did I buy and that was kind of an interesting one because that this check signer oftentimes removes themselves from the implementation experience. And assigns you a customer side team to work with. Well, that if you don't involve the check signer in the, in the project. You lose all of that intrinsic accountability. And so if the check signer isn't one of those five people, then you're kind of nipping yourself in the butt because now all of a sudden you don't have like that notification going to the stakeholder saying, Hey, this is what we asked of your team. This is what they did. And this is what they didn't do this week. And this is how it affects the delivery date. And so just like, I'm not frustrated with when Amazon tells me my package is late. I'm not frustrated because I know it's late, but yeah, you know that you're going to be late. So the more people you involved in that project experience from the customer side. The more intrinsic accountability you're going, you're going to create in the project experience. And the less you're going to have to be the bad guy, the tattletaler, right. The the person that says that, Hey, someone on your team sucks. And not so, yeah, it comes obvious

Kevin Metzger: 17:23

without having to have the conversation. Yeah.

Peter Ord: 17:25

It just harms the relationship. And, and And so there's ways in which we operationalize that invitation process, just like I talked about, like assigning personas within the project experience, automating the way in which those personas are assigned on the customer side. So the champion doesn't necessarily. Have to engage us or their guide CX project manager to you know, add someone to the project experience that champion can just add their team based on what the skills that are required in order to execute on the work.

Kevin Metzger: 17:57

So from a onboarding perspective for, for guide CX, what's the onboarding process? Like, I mean, how long does it take to get in place? Like how quickly can I make it operational and get some, start seeing success from, from using it?

Peter Ord: 18:13

Yeah, thank you. I don't mean this to be a commercial, but I, this is like me talking about one of my daughters. This is my fifth kid. So please stop me if that's becoming too salesy. So yeah, we drink our own champagne. We use guide CX to onboard our own product. And and our average time to implement for customers that have less than a hundred, a hundred employees is 14 days for customers that have over a hundred employees, it's like 47 days. And the difference being is we have on the latter side, if you have over 100 we dedicate a specific resource to integration needs. So we have an integration project manager. And then we, we dedicate another specific resource to training needs. In addition to our LMS. Our learning management system. And then you have your project manager. So we, we kind of enable through our, we call our integration builder. We enable you to connect guide CX seamlessly up to your whole tech stack. So lots of challenges that that occurs. You might have a customer that doesn't pay their invoice on time. Well, with guide CX, you're able to see the correlation between unpaid invoices and, you know, the, the project health of a customer. And you can, you can pull in the intact data set from your accounting system into our report builder. In addition to the guide CX data set and then correlate those, those, those two data points. Same thing. A lot of our bigger customers use CS platforms like gang site. At their customer conference, I shared a analogy about like a baby comes out of the womb with an Apgard score. My third baby came out of the womb, not breathing, and she got kind of sent to the NICU and she ultimately is a thriving eight year old little girl but but I found it interesting that, you know, the hospital scores that baby within a minute once they come out of the womb based on how their appearance, their grimace how they look, and and that then defines the short term You know, the care of that baby such that they can give that baby the greatest chance to survive. But when you look at companies that are implementing products and services, lots of times, they just implement them and then push them out to the general population. Right? And we wonder why a lot of churn well, with customer success platforms. We have an onboarding health score that can define kind of a customer success plan. And so you can know who descended the NICU and who not to.

Roman Trebon: 20:31

I like that. I like that analogy to the EPCAR score. So Peter, you, you, you've already shared a couple, I find interesting stats, the 72 percent of like, you know, updates getting, getting done after work from, from the client side, five or more resources being, you know, successful onboard. So I guess I never, I didn't, I should have thought about this before, but you're sitting on so much onboarding data. Like you're a trove of onboarding data. I'm curious. What other kind of insights have you guys seen as you look across this wealth of data in terms of how companies are doing onboarding that may be interesting for our audience or things that may be stuck out to you as you saw it?

Peter Ord: 21:05

Yeah. So we, we did a whole big data study on this. So there's a whole document. You can feel free to reach out to me, happy to send it along with, with, I don't want to get too long winded here, but there's a couple of other interesting points from this study. One is we have like the Amazon package tracker view, right? So it's a login list portal where someone can go on and see kind of where they're at in a process answers those three questions. I, I. You know, spoke about earlier about when am I going to get it who's responsible for doing things and then what did I buy? So it's kind of a customer facing portal. It's white labeled to your brand that does that. So on average a participant of a project looks at that portal 3. 7 times a week. So it's not email to him. There is a automation where you can choose how often you want that link to that portal sent to him. But regardless of what the cadence is of that email customers want to know. Where they're at. And if, and if you don't give them a view, it doesn't have to be through guide CX, but if you don't communicate progress to them in an automated fashion they're going to be left with a question that's unanswered. And and what's the consequence to not answering that question? Maybe they become apathetic. Maybe you lose momentum. And so if you provide a customer facing view, I guess the learning is they do look at it. They're conditioned to look at it in their business to consumer life. And there's other studies about you know, like the number of meetings during implementation we've had, we have case studies on our website, oftentimes we'll be reduced by 40 percent if you get more transparent with your customers. Like you don't need to have meetings anymore. Your, your weekly check ins are. Almost, you know, obliterated and you start focusing more time on your proactive things that you can do with your customers rather than being so, so reactive. But yeah, happy to share that, that, that study with, with the community that you guys support.

Kevin Metzger: 23:05

Yeah, that's great. So actually, another question here, this is kind of, I guess, on the fact that you're gathering, you get all this data, right? And it comes in. So, as a company I want the, I want the advantages of the data for me, right? But I'm not sure whether I want that data shared across with other companies. How, what do you do as far as protection and how you, how you decide whether it's part of the information you can look at and look at invest majority across companies is that kind of information to share?

Peter Ord: 23:38

Yeah, I mean, this is a question that. All companies are being faced with, especially with the, you know, with AI becoming so mainstream, like AI is an editor of data and it doesn't have data. You can't do anything with it. And so I guess the first thing is we are every respecter of your data. Like, like if we are, our default position is any data we share in these big data studies is the identifiable. We're SOC 2 compliant. We have securities and controls that are measured on really a daily basis by, you know, third parties like Gerada that hold us accountable to doing things in a professional fashion. But some of our customers, especially some of our big like Fortune 100 customers say, no, we don't even want you to share that data. And we respect that. And but most, most are okay about, you know, helping you learn, like it kind of helps the whole ecosystem learn if you can aggregate data in a de identifiable way and, and, and extract some value out of it so the community can get better. I. I think with, with the evolution of AI, I shared in my presentation at polls, it's like, yeah, humanity has gone through kind of this industrial revolution of like the backhoe was invented. And now like, we're the backhoe does the work of a hundred men digging shovels. Right. And then the internet was created and we started doing computations that like the human mind can compute. And and as fast as a computer. And now we have AI, which is. Kind of like what I, what I tell customers is it allows you to tell stories with the data. Like it, it, it understands your data before you understand it yourself. And that helps and that in turn helps your people be more productive helps you be better decision makers and it helps you differentiate in a greater way. So anyways that that's the goal of using data so that you can start the storytellers rule the world And the best communicators are the ones that advance the most ai is that that's how I see This evolving ourselves in our own workplace

Roman Trebon: 25:45

Yeah, and here's maybe a continuation of that, but I'll ask you to get your crystal ball out a little bit right as you're like, you know, dealing with onboarding. What do you see is like, in the next 5 years, like the onboarding trends or what do you think onboarding is going in the in the future?

Peter Ord: 26:00

Yeah, so I think the. Lots of people think everything's going to be automated. And I, I, I kick against that. Like, I, I still believe we're dealing with humans helping humans. AI is not going to replace humans, but humans that use AI will like, like people that, that, that use every tool at their leisure will be much more productive than people that don't. And AI is one of those. Superpower tools that you'll be able to use. So, so how do I think that that's going to affect the future? It's going to help people be a lot better at their jobs. I think the best products in the world make a C player, a B player, a B player, and a player. And it helps you just be exponentially better. And that means for us exponentially better at learning what your perfect implementation experience looks like. That we already are, you know, pulling in data from our own customers. So, like, when you spin up a project GuideCX will tell you and kind of highlight, Hey, this is the task that. Is your problem child across the last hundred projects you did. Like this has a 90 percent chance likelihood to be delivered late. And if this is late, this is how it's going to affect your delivery date. And so that makes a C player and a player, right? Because now they can kind of foreshadow what a risk there is to a project and, and, and meet that need sooner than they would otherwise. And, and they couldn't do that without data without data, not only just Being data, but data telling the story the AI kind of engaging itself. It's, it's machine learning. I mean, AI is just another fancy term for machine learning.

Kevin Metzger: 27:42

Yeah, it's, it's a cool thought process. It you're, you're effectively. One of the analogies I would use is you're kind of building knowledge beyond beyond what you have, but yet the organizational knowledge that you lose when you start losing experience people in an organization, you're no longer going to have to lose that knowledge. Now you're we've seen all these projects. We've seen this work and we know what happens if. You don't follow these steps. And so now you can make the adjustments in your organization to keep growing that, and you don't lose that organizational knowledge, even if new people are coming in and you're losing old people, because it's built into the, the, the knowledge of the organization.

Peter Ord: 28:24

Yeah. Yeah. It used to be that like you had to sit next to the top salesperson or at the shop on border in order to like extract all their like golden nuggets. I always felt like that's what we lost in the remote world is like, it doesn't hurt the people that are older in their career because a lot of that learning has happened, but it does hurt the guy right out of college that is trying to make a name for him or herself and doesn't get to sit next to the top salesperson or the top on board or the top implementer with AI. It's like you're sitting next to that. That top performer every minute of every day. So yeah, I, I, I acknowledge that.

Roman Trebon: 29:03

Yeah. All right, Peter. I think we've gotten to the, the, the hard part of our conversation. This is where I think Kevin's going to fire off. We, we have these five questions. Okay. Nothing to prep for, right. Just to learn a little bit more about you. Rapid Fire. Okay. Kev, you want to, you want to, you got them ready to go here? Sure.

Kevin Metzger: 29:22

Let's start with the favorite book.

Peter Ord: 29:25

Lean Startup by Eric Ries.

Kevin Metzger: 29:28

Oh, nice. Okay, cool. Favorite movie since we were talking earlier?

Peter Ord: 29:32

Gladiator. Nice. The Lethal Crows. Yeah, gladiators

Roman Trebon: 29:39

been on, like, I don't know what channel AMC, one of those, like every time I turn it on and I'm always like a half hour, like I see, like, ah, there's a half hour right there. So I love that what we do in

Peter Ord: 29:50

this life will echo in the eternities, right? A lot of lessons to be learned.

Roman Trebon: 29:55

That's right.

Kevin Metzger: 29:56

What's your what's your next bucket list item that you want to check off?

Peter Ord: 30:01

Oh I, so I, about seven years ago, I hiked Machu Picchu with my, my wife we did that five day Inca trail. I, I want to take my daughters on that. Oh,

Kevin Metzger: 30:10

that's awesome. And I think, well, oh yeah, last one, sport. What's your favorite sport? And what do you like to do?

Peter Ord: 30:20

I was just telling my buddy this. I, I don't look at myself as someone that has a lot of hobbies. Like this is my hobby. That has been for the last seven years. I'm not a great golfer. I, I don't, you know, I guess the one thing I love to do is just be with my family on the lake. If you were to ask me, you know, what I'd want to spend a weekend doing that would probably be the number one thing, but yeah, there's no, not a croquet player, uh, but I'm a good athlete. I can hold my own on anything. Not a pickleball player? I love pickleball, but I, last time I played pickleball, there was a kind of an 80 year old gentleman on the other court that was reffing our game without being asked. He got up and was in the kitchen. And I know there's a lot of passionate players in that sport and I really like it, but I haven't gotten into it.

Roman Trebon: 31:12

Yeah, that's awesome. We're, we're playing a lot of pickleball down here, Peter. So if you make it down to Atlanta, we're going to get you involved in a gown. We won't, we won't criticize your kitchen play or do any overt coaching. You'll be, you'll be okay. I

Peter Ord: 31:24

won't be the reason we lose.

Roman Trebon: 31:27

Peter, where can our audience find more about guide CX yourself, et cetera.

Peter Ord: 31:31

Yeah. So I'm active on LinkedIn. Peter at guide CX is my email. Yeah, like I, one of the coolest things about this experience of building a company from scratch now fast forward to seven years is A lot of people have helped without expecting anything in return. Like I, I have more confidence in humanity after going through this experience than I, than I had before. And so I want to be that person, anyone out there that needs help even if it's unrelated to guide CX. So please, yeah. Reach out to me. That's

Roman Trebon: 31:59

awesome. Well, Peter, thanks so much for doing the show, sharing you know, more about for audience who may not have known a lot about guide CX and just, you know, what you're seeing in terms of customer onboarding data, et cetera. I know it's Fascinating for me. And I'm sure our audience as well. So with that, yeah, you're welcome. That's a wrap for this episode of the customer success playbook podcast. Follow us on LinkedIn at Roman Trebon at Kevin Metzger. We have a, our own customer success playbook LinkedIn page as well. So if you want to see the latest in Atlanta pickleball action, come and check it out, we have there. And we'll have our we'll have tidbits and videos of our interview with Peter on there as well. So. Thanks for listening and Kevin,

Peter Ord: 32:41

see you guys. Thanks.