Christine Itwaru: evaluation

Transcript context

…Oh, that's a really interesting point on the last piece. I want to dig in on that a little bit just to summarize what you shared. So, some of the key roles of a product ops person, there's this voice of customer element and just to understand what you mean by that. The team is aggregating feedback from customers and feedback from the customer support and sales and things like that and sharing it with the product manager to give them clear conclusions and takeaways so that the PM doesn't have to sit there and filter their data. Is that a way to think about it? That's one part of it. We actually developed this really cool way of doing it here at Pendo, which is the transparency is a word that we love here. What we found that there was just not this need for the revenue org to be transparent and say, "Hey, this is what we're hearing. Product people, please listen," or vice versa. Here's what we're doing for your customer. There was this interesting moment where we realized that our sales team was screaming for something and our success team was screaming for something else, but [inaudible 00:16:46] looking at something else. So, they're all wonderful relevant things that our customers wanted, but we were like, "What if they're aware that they've got all these amazing things and they're talking about it separately? " Our PMs, they would get the whole readout with us, but we brought those folks in a room together. It was really cool because I think our head of professional services team at one point was like, "Whoa, this could truly impact what we do from an onboarding perspective and now we have this data. Then how do we then strengthen this area and the product?" So, it wasn't just about the components. So, I don't know if other companies are doing it like that, but I was very proud of the way we ended up doing that here. But the PM got risk data, high-priority deals, feedback from our feedback product. What are we hearing from prospects versus paying customers. What segments are saying what? All that stuff got fed over to the PM and then validated through our research team or disputed through our research team, which was really cool. This is a really good partnership with our research team. But on the other side, what was really nice too was we were able to educate our revenue team on behalf of the product team and say, "Guys, not everything requires a product change." So if you're saying there's customers that have friction around this one area of this product, maybe it's enabling. Maybe it's something that we need to help you guys understand a little bit better so that you can make their experience better or maybe we need to help update. It's just very simple things like that that just ended up coming up this voice of customer process. So essentially, it's just finding ways to make the PM more focused and allow them to focus on the things they want to focus on and reduce workload. On the user research piece, so it feels like there's user research coming in. PMs are involved, user research. There's a research team. Where does the product ops team fit in there or is it focused on internal alignment, stakeholder feedback more versus external customer feedback?…

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