Voice of the customer and reporting
Turning NPS, surveys, and severity scoring into decisions.
I made what customers say part of how decisions got made. It was central to becoming top-tier partners with Indeed at Workable and eBay at Gazelle.
Outcomes: at Gazelle, at Workable, and marketplace awards. At Workable, most of the feedback support escalated got implemented.
My take: not every ticket driver is a product bug. For each top contact reason, I ask what the real fix is: an article, a process, the product, or sometimes the marketing copy that set the wrong expectation. Support can ship a lot of those fixes this week, so Product only hears about the ones that really need them. That's a big part of why Product listened.
How I do it:
- Capture feedback all the time, through Zendesk fields, Savio, and stories from team meetings. Surveys fill in the blanks, but comments can't just go into a black hole!
- Speak each team's language. Marketing wants testimonials. Product wants how many customers, how much time, and how many dollars.
- Celebrate with the team when their feedback makes it into the product.
Reporting: I led reporting for executives, team leads, individuals, and even a public dashboard. I introduced health scores, a pain index, support CSAT, topic tracking, and forecasting. That's what let about 15 support agents across four locations cover 24/5 (with limited weekends) at a .