Tom Ronen, Head of Customer Success at Monday.com, has witnessed the incredible growth of the company over the past few years. He is tasked with finding ways to maintain high-quality service as the company scaled.

Having spent significant time analyzing both qualitative and quantitative metrics, he started to make meaningful changes to process, policy, and product. One pattern was that the customers’ response expectations being met, or not met, were found to be a notable factor in the way his support organization was perceived.

This observation led to a change in how tickets were prioritized. Instead of traditional definitions of priorities which are typically set by the company’s perception of impact, Monday.com started asking customers: “Do you want our regular awesome support, or do you want us to stop everything and answer you?“ Reframing priorities in this way lead to more clarity on what the customer anticipated, and allowed support to achieve or exceed that expectation. Read more…