How One Candidate Turned a Potential Risk into a Game-Changer for Pro Retention

Um, so, uh, I mentioned this example earlier in terms of creating that process for, um, Pro inbound support, um, so. For further context, we had this hypothesis that we could improve pro retention by creating an inbound support line so pros could uh get materials reimbursement as well as any uh resolutions, um, that, that they were having with the pro app or general uh platform. Um, previously to creating this inbound support line there was no um channel for pros to uh. Send their feedback to um and in addition um if they did get like the customers uh experiences email there would be a lag in terms of their resolution timeline. So once I opened up uh both of these lines and sent out um communications to the pros saying hey if you have any questions reach out to this line, um, we started getting like a ton of volume in terms of tickets so uh. You know, I knew that part of the uh the benefit of opening this line is having timely resolutions because pros are going to be on jobs, they're gonna need uh resolution support right at that time. Um, what I started doing was actually responding to their uh their communications uh because I I was familiar with the back end. I knew how to make changes and then I would, you know. Make my note in the back end around, hey, why, why I was changing this and link, link that respective Zendes ticket. Um, and in doing so, my hope was um. As I mentioned, like the initial goal was to get provide a great experience for that pro and show that when you're working on this platform, you're not by yourself, we're, we're here to support you through your respective issues and that it would, um, the pros would continue to use the platform or they would actually get activated if they were having like sign up issues, um. So I did that instead of uh waiting for to train up with the customer experience team and have them start handling all these requests because they have standard language. Um, so once I started doing this, I followed up with my respective manager and said, hey, we're getting a ton of inbound traffic, um, but customer experience is not available to train until the following Monday, um. So my manager was like a little surprised due to like the potential like legal ramifications of uh responding to these without going through like a CX vetted process, but I thought the um the benefit in terms of finding a quick resolution for the pros, um. would outweigh Um, That potential worry.

Um, I do feel like I made the right decision because even still now, um, that process is not, um, hardened in the sense that there's, there's still missing aspects of it, um, but now my manager and the rest of the team is on board after seeing like the, the relevant AOV, um, order value list, um, first saying, hey, we need to make sure that these tickets are handled, um, in a timely fashion, um, to give these pros a good experience.

Uh, average order value, and the reason average order value would increase is, uh, if a pro provider gets to the job, um, the job was slated for only 2 hours. Uh, we created that communication channel to say, hey, if you need an additional hour, just confirm with the customer and we can edit your booking accordingly.