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18 results for “kpis”
...KPIs and I've stock ranked them by how many times I've seen them. And so now we have a stock ranked list of KPIs. And so what we do then is we can now personalize your experience based upon, Hey. We actually know based on this job title, this is a ri
1:00:40 / 1:02:12
from transcript1:00:40 – 1:02:12
...So the AI has gone off, said, Here's your job titles. Here's all of the job ads posted for those job titles in the last twelve months. Here's my seed list of KPIs. I've seen all of these KPIs and I've stock ranked them by how many times I've seen the
59:58 / 1:01:10
from transcript59:58 – 1:01:10
...of the KPIs? How do we know that we're okay based on what we've done historically? That's our lagging indicators. And what tells us we're gonna be okay next month, next quarter, for the next year? And actually doing that is an interesting exercise. I
14:11 / 15:23
from transcript14:11 – 15:23
“The biggest customer success problem isn't what you think it is”
...of those KPIs outside of the world of customer success. And I think that's one thing that I've always advised, you know, lots of people, including myself, to remember that we live this.
34:22 / 34:37
contrarian take34:22 – 34:37
...KPIs for customer success teams, people quickly throw up GRR, NRR, like those are my numbers. I'm like that's cool but that's, you know, if you're driving by looking in the rearview mirror, you do the right set of leading indicators looking for activ
13:29 / 14:36
from transcript13:29 – 14:36
...KPIs, like profit or revenue. The most important KPIs is the quality of the product, and this is what makes us stand out. So when we launched financial services, they were 30 plus banks. When we launched the payment network, there was a Visa and Mast
46:32 / 47:34
from transcript46:32 – 47:34
...were going to be because we were we're like, bear in mind, Andy, we were very early on the enterprise journey on the the committed revenue sort of ACV journey at the time. You know, up to that point, it's it it was a very consumption based business.
33:24 / 34:52
from transcript33:24 – 34:52
...KPIs because we gave him all the shitty projects that were complex to deliver. I mean, things are very subjective. If you put KPIs, it's very difficult. It was abuse for the whole team that this guy was the best. Yet on the KPIs, it was the worst. It
26:14 / 27:16
from transcript26:14 – 27:16
...the KPIs be? Would that be the revenue numbers, the user numbers, the DAOs? What would that be? Just take an example. First of all, the North Star metric. Right? What are the key thing for b to b business and maybe revenue for b to c and maybe active
25:25 / 27:22
from transcript25:25 – 27:22
...so KPIs. How are we doing on this? How are we doing on this per hour? How are we doing on this number? How are we doing on this productivity? How are we doing on employee engagement? How are we doing on customer satisfaction? How are we doing on defe
1:22:21 / 1:23:33
from transcript1:22:21 – 1:23:33
...Like, how do you are there KPIs as a venture firm that are not markups? Because I think markups, especially in the first few years, really don't mean much. You're gonna have false positives, false negatives, of course. And Mamoon from Kleiner, who wa
27:52 / 28:55
from transcript27:52 – 28:55
...KPIs to determine the success of a campaign like this? So we obviously have really big KPIs on how many people we expect to bring in, how many new sign ups we expect to get, how many people we expect to resurrect, how many existing users that are alr
47:01 / 48:29
from transcript47:01 – 48:29
...the KPIs be? Would that be the revenue numbers, the user numbers, the DAOs? What would that be? Just take an example. First of all, the North Star metric. Right? What are the key thing for b to b business and maybe revenue for b to c and maybe active
24:33 / 26:43
from transcript24:33 – 26:43
KPIs of your, customers? How do they track their business performance? Can you impact it? Can you productize things in your product that showcase that you are actually affecting those KPIs in a positive manner? Can you build dashboards to show, you k
46:30 / 47:36
from transcript46:30 – 47:36
...and your KPIs on the second column, your annual goals on the third, and your quarterly goals on the fourth. So that no matter what you're talking about in terms of what are we doing for the next year or the next quarter, how do we prioritize, it's al
1:32:56 / 1:34:03
from transcript1:32:56 – 1:34:03
...KPIs they're driving to that we co design. And for this next quarter, I'm shifting from the role of deciding on everything to coaching. I'm gonna really ask good questions in our check ins. I'm gonna align to the KPIs, ask how things are going, ask w
26:15 / 27:16
from transcript26:15 – 27:16
...do KPIs. We call KPIs to start operating reviews where we go through the whole portfolio, and every colleague reports to everyone else how they did. And we do this not to basically be a session, well, you're great or I got it wrong. It's more like, h
1:23:57 / 1:25:00
from transcript1:23:57 – 1:25:00
...So what they're saying is we don't trust you. We don't want to give you agency. We want to make sure that we pre agree to how you will behave and what you will achieve to give you portions of the money that we are that we've put on the table. And thi
24:45 / 25:54
from transcript24:45 – 25:54
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