The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 10 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Scott: Scaling SaaS Requires a Service Strategy, Not Just Tech and Sales
“And I think it's critical if you're trying to scale a business to start having this service mentality mindset that it's not about the technology alone, and it's not about technology with a bunch of sales people, but it's actually what is the service delivery s…”
Scott: SaaS companies must master unscalable white-glove service before automating customer success
“Pay attention to the white glove service, which doesn't inherently scale, to then be able to at some point in time scale that whether it's through digital channels, or through automation, or growth engineering, or a combination of all those.”
Scott: Customer journeys should be structured around personas, not products
“We argue that persona is the critical one, especially as we're going to be developing loads more products over time, and so we just want to focus on certain Personas and how we introduce those capabilities to them.”
Scott: Monitor granular account KPIs instead of obsessing over a single metric
“We started out this
This part of our journey, by trying to define an aggregate customer health metric, and I think we just got into analysis paralysis, and whilst I think ultimately it's useful to have a single metric, there's a whole plethora of KPIs that you…”
Scott: Supporting Customers During Peak Events Builds Empathy for Future Outages
“Because if you're there and you can build that trust, they'll be there for you when inevitably something goes wrong with your service. And they'll understand that you've got, they've got empathy for you because you were there for them and they will likewise be…”
Roger Scott: New Relic exceeds $550M ARR with 50%+ Fortune 100 penetration
“We're a five hundred and fifty million dollar plus ARR company. Since, you know, over the last four years, going from 140 to five 50, we're still growing at 30 to 35%. We've re-accelerated growth. If you look today, over 50% of the Fortune 100 would now use ou…”
Scott: 50% of New Relic's 75 CS managers were promoted internally
“The 75 managers in my, people who have a management responsibility in my team today, 50% of them got their first management gig in the company.”
New Relic affords direct CSMs for only 1,200 of 17,000 accounts
“If I think about it in our context, we've got 17,000 customers. We can probably afford to invest direct customer success management and the solution architects in about 1200 accounts.”
Scott: Executive advocates moving between companies drove massive value for New Relic
“Right up to the senior executives, and so that when a senior executive like Paul Cheeseborough, who was here at News UK, went to News Corp as a global organization, went to 21st Century Fox, which part of which was acquired by Disney, that connection has been …”