Name: Transforming Careers with AI: Real Stories from Intercom Customers
Uploaded: 2026-02-19T17:16:11.165Z
Duration: 48 min 24 s
Description: Transforming Careers with AI: Real Stories from Intercom Customers

Transcript for "Transforming Careers with AI: Real Stories from Intercom Customers": Here we go. Right on time. Hello, everybody. Thanks for joining our webinar today. Welcome. I am Franco Martinovich. I'm director of support here at Intercom, and I'm thrilled to be joined by some real life Intercom customers who have truly transformed their career progression in the age of AI. We're here today to hear their stories and how they work through to transform their careers in the last year. Hopefully, this can inspire all of you, and and hopefully, they can also give you some advice into how you could transform your roles. So we've all heard, I think, people say, oh, AI has taken our jobs. But what if we flip the record? What about completely transforming our jobs? So before we head into the fireside chat, I do want to share a couple of housekeeping items. That's just so we are all on the same page. The session is being recorded, and we will share it afterwards. We also do encourage questions from the audience. So there's a QA box on the right hand side of your screen. And at the end of our conversation, we'll dedicate some time to address some of your questions. So please go ahead and drop your questions in there. And in the interim, feel free to share how you're finding everything in the chat. And now that we've done that, I am really excited to kick us off and, let Eric and Danielle introduce themselves. So, Danielle, let's start with you. Okay. I am, Danielle Constantine. I'm from Calgary, Alberta, and I am the CEO of MyHSA, which is a company that kind of exists in the intersection of tech and benefits. And we basically we're we're at a scale up phase now, providing, solutions to employers who wanna give their employees really cool benefits in Canada. Nice. How about you, Eric? Hi, everyone. I'm Eric Brulette based in Lincoln, Nebraska. I'm the VP of support and education at Bloomerang, and Bloomerang is a company that provides fundraising software for nonprofits, to raise more funds and do more good in the world. And so my role entails working directly with our support team and then also our education team that is primarily focused on the documentation and the and the one to many training for of our customers. Very good. Okay. Because we're talking transformation, I think it's only right we start talking before the transformation happens. So I'm curious, like, looking back to before AI became a part of your role, how would you describe your day to day work? Maybe we can start with you on this one, Eric. Yeah. I think, personally, before AI, kinda your classic case that that you might have heard is that I was doing a lot of manual and mundane tasks, and that was just occupying a whole lot of time. And then once I discovered AI and and the possibilities of leveraging the the technology, I was able to kind of offload a lot of that that work onto AI agents or put kind of the manual processes in in a systems and let it run. And then that kind of freed up the the time to really think more strategically and and things like that. So the day to day felt like just, like, living in spreadsheets or doing tasks and and things like that, where now it's been a a fundamental shift in terms of, it's more strategic thinking and more strategic projects because the the AI components can be offloaded and and free up my space a little bit more. Absolutely. I feel like that's a common theme of some of the tasks that used to be so manual kind of disappearing from your life. How about you, Danielle? Yeah. That's that's very much the same for me, but I'll kind of I love talking about where it all started. So my HSA started in 2013, and when I came on board, it was 2018. And that was when AI was really just a buzzword. It wasn't really something that everyone was talking about, and I was explicitly instructed that my HSA would never ever adopt bots or any kind of automation because our value proposition was very much human engagement and human touch. So and that was our differentiator in our industry as well-being insurance and everything. So it was very, very, very set out for me that we would never really adopt any kind of automation. But I did have a really heavy workload at the time. I was the sole chat provider, and I was taking up to eight chats at a time. So I started to build out a department of other chat staff, but they were also being overrun, and we were scaling quickly. So, I guess, really, how it came about was that I I actually went into ChatGPT, which was kind of new at the time in 02/2021, I think. And I asked ChatGPT to provide some solutions for my workload, and it said it actually provided Intercom. It said Intercom at the top, which was very interesting. So I started looking into it, and it, yeah, it it honestly changed everything. And and I know we'll get into that a bit more, but, really, what Eric was saying where it takes off a lot of the manual, repetitious, monotonous work and, made it able made us able to scale. That's amazing. I mean, thank you, I swear we didn't program that. That is fantastic. I'm glad you're here today, Danielle. Since Since we're talking about, like, AI transforming careers, was there ever for either of you, like, an moment when it came to AI and your role specifically? For me, I my moment was more so when I saw the results. Before that, it was more of a eek, freaking out moment because I thought it might be a good idea, but I wasn't really sure. And, I I brought it to my leaders at the company, and they were open to trying it. But my peers were a little bit more hesitant. And so I kind of I kind of wasn't sure what the the outcomes were going to be, but I thought it's something we've got to try. I think the world is moving in this direction. So I guess the moment for me was more so once we actually deployed it and saw it start to do things that we didn't think it was going to be able to do, and we learned how to guide it and work with the programming and machine learning that's in place and everything. That was when it became an moment. Very good. Yeah. I'm trying to think of mine, and I believe for me specifically was, like, when I saw it kind of I'm not gonna say pushing back maybe on a customer is the right expression. It's like questioning. Question is like, are you sure? Like or how did you do that? And I was like, oh, okay. Like, this is a new ballgame way back when, at the very, very start. So how about you, Eric? Do you have one? Yeah. Very very similar to Danielle. Personally, I've always been interested in in tech and being on the forefront of cutting edge technology and and things like that and seeing how it can work into our teams, my workflows, my personal life, all of that types of stuff. So when ChatGPT was originally rolled out, I signed up immediately, really not even knowing what it was, what I was capable of doing. And then, intrinsically, I just leaned in and embraced the technology. Like Danielle said, I I knew that this was kind of the future of of where technology was going, and I needed to learn it myself so that I could apply it in in other areas. And, I I say this a lot, especially to our support team that, like, chatbots and technology have have been around for decades. Right? Like, everyone knows that chatbots are are on websites and things like that. But the technology that AI AI has has provided for the industry has just accelerated the momentum and, really accelerated the results. And so my moment actually came on the demo with our sales rep for Intercom. Very similar to Danielle, I was doing a lot of research and understanding of what tools that could be applicable to our support team, and and Finn was was one of those. And then on the demo, seeing the sales rep take our help center, put it into Finn, have me ask the questions, and seeing the results come with no training or anything of that nature, I immediately, like, ended that call. Was like, we need this, and we need this tomorrow. So I think that was that was just cool just to see the the technology kinda wrap around our product and and what we how we serve our customers and how effective it was without guidance or or even any sort of tweaking that we had we had done yet. Fantastic. That's that's a great just really good to hear real life how that looked for you. And then, I guess, in the latest edition of Blueprint for AI agents, we talk in Intercom about these two kind of phases. First is launch it and then scale it phase of AI adoption. And what you were talking about there was basically the launch it phase when it's going from that buy in, that moments to setup and deployment. But scale it is actually where we see the real results, the real transformation, and for the business, and you've lived through both. So curious for for both of you, and and maybe we can start with you or Eric on this one. Like, what which one which stage was most challenging for you personally, and what did it teach you about your own growth? Both of the stages are, I think, equally challenging, for different reasons. The the launch phase for me, the challenging aspect of it was getting buy in and commitment from other people across the organization. So thin or AI wasn't on the road map. It wasn't on people's radars. And so a lot of the work that I did in kind of the launch it phase was I needed to get executive buy in and kind of get everyone on on board with the importance of this, which I was able to do. And then once we we got the the approval, it was it was all coordination of of cross functional leaders and and cross functional work. And we actually just took a really small team and were really agile in terms of our our launch phase. I I knew that we needed to show immediate like, really immediate results, so we got implemented to launch it quickly and then kind of iterated on the launch phase. But I think the the key there was continuing to kinda sell the story to our executive team, and also having a really small team that has really bought into what we're what we're doing, was proof like, crucial and critical for, for our success. And then when you think about the scaling phase, we're we're fortunate that, our resolution rate is, like, around 65, 70%. And so there there really weren't bullets that we could go implement and say, like, hey. If we added these five docs, we're gonna see a 10% increase in in our resolution rate. We're we're in the we're in the phase right now of it's a lot of nickel and diming it. And so getting really deep into the data and the questions and how customers are asking questions versus how our documentation is laid out and and things like that, we're starting to see kind of those incremental improvements on our on our resolution rate. But the challenge there is you gotta go really deep, and you you have to kind of understand a lot of the a lot of the details and how things are, working with each other and the wording and things like that. So the scale of phase for us is all about small tweaks. Continual small tweaks over time will will lead to large outcomes. Very good. I'm curious, like, from the people who are chiming in with us today, like, where would you position yourself? Like, are you in the launch phase? Are you thinking about it? Are you in the prelaunch phase? Or maybe you're in scale phase. Tell us in the chat. But, Danielle, how about you? Like, which which stage was kinda more challenging for you? Yeah. I'm excited to see those answers rolling in too. For me, the launch at phase was the most challenging just because I was so scared. We actually launched on Halloween, so it was the scariest Halloween ever. And I was, like, ignoring trick or treaters as I was watching this AI handle questions in real time when trick or treaters were just, like, getting their own candy at the door. But that was the scary part for me just because I had put my neck out for this idea. I had, told with quite amount of maybe assertion to my executives that this was going to be revolutionary for us. And so if it kind of like what Eric was saying, I was looking for results immediately. I was really hoping to see something good, and we did. It started out at, like, 20% resolution right off the bat. So we were really happy with that because we had just given it some of our PDFs and some some of our documents. And, over time, scaling it, the scale it phase for me was so fun. Like, I became absolutely obsessed because our industry is complex. We're again, we're tech. We're insurance. We're not insurance. We're spending accounts. There's a lot of different things. There's government rules and all these things. And so, it's very complex, but I just kinda honed in on watching the chats. And anytime our AI couldn't handle or couldn't answer the chat and transferred it to a person, I'd immediately write an article to answer that question. And I just started cranking out articles. My support team probably can attest to the fact that I would write an article, copy and paste the URL, send it to them, and say, new article. New article. I was sending, like, 10 or 12 articles a day just obsessed with watching this AI take off. And, of course, there have always been the the great thing about intercom is there's always improvements. So there's been guidance that comes and everything, and then I've become even more obsessed because it's not just the knowledge. It's all kinds of things, the tone, the voice, and everything. So scaling it was really, really fun. I I wouldn't say it was I mean, it was challenging, but it was intense and exciting. Launching was more challenging for me. But the whole thing actually was really fun. Like, if you just kinda lean into the experience, I think it's definitely something. And and the experience is so valuable as well, like, in your career knowing how to do all that now. So I, yeah, I love how real you're being. I think a lot of the people maybe outside of support world who kinda struggle understanding what what support really does day to day, they just think it's like, what but what's the problem? We just turn it just turn it on. But there's a big, like, responsibility on making sure, like, we are the face of the like, our company to our customers. We need to make sure that what we're doing is right. And someone will maybe ask, well, but, like, isn't that the thing with humans as well? So there's just something about, like, control. And maybe, like, if a human makes one mistake, that's one mistake. But if, like, an AI makes a mistake, it feels bigger. And there's that fear at the beginning. But I think once you start seeing it in action and realizing how much it helps and how good it actually is, just all of it kind of evaporates. So I love that we're talking about the scale phase because we're you've Eric touched on, like, basically, how detailed it is these days. And that usually means and you, Danielle, you spoke about, like, writing all these articles. That then means that, like, probably you had to look at your organizations and your systems and rewire it and the roles that, like, popped up around this AI. So how has the shift changed the kind of skills and responsibilities that really define success in your career? Maybe, Danielle, if you could start we'll skip start with you on this one. Sure. So for me, personally, of course, bringing this in meant that now it was my job to make sure it was doing well. So I became very much a knowledge keeper. And by becoming a knowledge keeper, I had to learn the answers to everything. So if I didn't know the answer to something, but I was teaching our AI, I'd have to research and find the answer. And I actually in the as a byproduct of training our AI, I somehow became a expert in our industry just because I was also learning everything as I was training the AI. So I was able to elevate my my expertise in our industry as well, and that goes for the staff that I had on support as well. At the time that we brought it in, I only had a few chat agents. One of them now is our head of experience, and I saw that she's tuned in right now, Paige. But she she has taken Intercom on as well and had very much the same experience where she came on in a chat support role, and then her role transformed because now she had to be the knowledge keeper. She had to guide the AI. There's so much experience that comes with that. There's so much learning that comes with that. And now now you're being seen as a leader in this space that is brand new, which is amazing. And, yeah, it really transforms roles because it I I would probably say this a few times, but I find that leaning into AI really enhances the human component. So it makes that side even more valuable. So if you are the one that's, you know, taking on not just the AI, but the stuff that AI can't handle, the more sensitive things, the more high stakes situations, projects, and things like that, improvements to the system, your your work has become more valuable. You're not being replaced. You're actually becoming more valuable because it's getting rid of all the distraction and all the noise, I find. That's amazing. And hello to Paige, the knowledge keeper. Eric, how about you? Yeah. I would I would plus one everything that Danielle said. I'd I'd also lean in and and say, I the commonality that you're hearing in a lot of our answers are embrace it and own it. And if you do that, if you have that mindset, it's it's gonna create this environment of people like, I also want to embrace it. I also want to own it, and they start to kinda follow your lead there. So, I think for me personally, like, how this has shifted my my skills and responsibilities, I led the entire project, from inception to to deployment, still really heavily involved in the in the scale phase as well. But it opened up an opportunity for me to get more visibility across the entire company. I had to get executive buy in. I had to fight for what I thought was the the right thing for our team, for our customers. And transparently, the the project's seen as a giant success at BlueMurray. It's it's one of the most effective cross functional projects that we've been able to implement at at our company in in quite some time. And so as a result, that has given me more opportunities to be up in front of the company to speak. It's given me kind of more more of a voice and, kinda drive towards, kinda more strategic outcomes and and and things like that. So it's kind of opened up that door a little bit, and people have seen me personally in a in a little bit different light than they hadn't seen in the past where they knew, like, support was great, and and Eric's doing a great job of of being the support team, but he's capable of more. And so, as a result, I moved into a VP role. I took on three new teams. And the then and and AI in general has really just given me that that opportunity to to be more strategic in my role to own more beyond just, support. And so, I think those opportunities eventually would have come. Not saying they wouldn't, but I think with AI and in particular with with Vyn, I think it just accelerated my growth and my accelerated my opportunities to get more exposure and to own more within within the company. It's fantastic. And, you know, it sounds like from both of your experiences, it turned out the fear of, like, AI replacing the work actually was actually, the AI helps elevate the work. So what was the moment when you kind of AI made you realize that and it kind of allowed you to focus on higher impact opportunities? I can start if one for, or, you, go ahead. sorry. go. We're didn't call out. Yeah. Alright. both so excited. Yeah. I know. So we I I think it's important to share. We, implemented, FIN back in October, so we're still, relatively new. But during that time, it's also 2026 budget planning. Right? So, putting together forecasts and things of that nature. So it's a little bit of a challenge for myself of I know this tool's tool's coming, and then I think I know the impact. And so when I was going through my my my budget and my planning, I was putting together the the forecast as I normally would. Right? If we didn't have the tool, we didn't have AI, what would the impact, what would the team growth need to look like to meet our our goals, our KPIs, and things like that. And then I overlaid my assumptions of what Fin could do. And if if you're anything like me, I color code everything with conditional formatting. I see a lot of red turn to green. And the red to green meant that our team in its current state is going to have additional capacity, which is amazing. Right? Because support agents, as we all know, are overwhelmed with the work. We never feel like we can get ahead, things of that nature. And so it was at that time when I was, like, visually seeing the impact that it could have, it's like, oh, man. We can now take really highly skilled, highly talented people on our team and put them into positions where we haven't been able to focus before, focus on retention, focus on more proactive outreach with customers, and really start their drive towards, like, how can support continue to be a a driver towards retention of of our customers. And so to to me, it wasn't it's not like a cost cutting exercise or anything like that. And it it's really how do we reallocate the capacity that we have to to drive more human led initiatives. And I think that that narrative and that, story that I I told is very appealing to to everyone. It's appealing to the team because they see growth opportunities. It's a it's appealing to executives because they they see the budget and and all of those types of things. But I think the real impact is, like, what we can continue to do to serve our customers with humans who are highly knowledgeable and highly empathetic to be more proactive with our customers. I love that, and that really resonates with me because that was my focus this last year, was finding those opportunities to drive adoption of the product. And we started measuring everything in revenue as well. So now all of a sudden, the story of support is changing from the kind of cost, which is normally what support is perceived as as to, like, oh, sounds like you could do more than that, which is has been so refreshing and completely different narrative. And I love to hear that from you, Eric. How about you, Danielle? Very much the same as what Eric was saying, and I took some notes. The fact that you just launched Finn in October and you're already at a 65% resolution is insane. So congratulations. on that. Very, very cool. Close-up. But I I did wanna say that from the outset, because we we also weren't sure. But from the outset, as an ethical decision, we told our staff, we are not going to replace you with AI. If this AI is so good that it handles even the whole entire job description of a chat agent, we will find something for you. So we went in with that energy. And as proof that it did not take jobs, I'm hiring right now for a CSR and for a client support coordinator. So if you look at my LinkedIn, you'll see I've got the hiring banner. We are scaling, and that's really the important part is that, we we obviously didn't come into this relationship with Intercom looking for a cost cutting tool. We actually didn't. Truth be told. We looked in looking for a scalability tool because we were scaling faster than we could keep up with. I always make the joke that it felt like we were on a treadmill that was turned on way too fast, and we were, like, booking it and hanging on for dear life. We could not get off this hiring hamster wheel. And what we needed was a scaling tool. So we wanted to keep hiring and keep scaling, but what we wanted to do, to Eric's point, was reallocate human intelligence to something that that impacts the bigger picture more than taking the same chat over and over again. Is this eligible? Is this am I gonna get my claim reimbursed? How long for approval? Those kind of things. We don't need a really talented, skilled person with really great character to answer the same question 25 times a day. It's it's actually unfair to them. It's unfair to their intelligence. So what we were able to do is take them off of those tasks and even more complex inquiries down the line so that they can do projects. They can do outbound messaging. They can engage our Salesforce more because we have an external Salesforce. Again, kind of like Eric said, like, you start to see people with capacity, and that helps them kind of fall into their personal skill set, and then you can see that and reflect their role based on that. That's really what we've seen happening. So I I really don't think AI has replaced anyone's job here. I just think that it's reallocated the human intelligence to way bigger and better and cooler and less annoying things. Yeah. And it sounds like both of you kind of had that while there was initial fear, sounds like you both had this vision of how this is gonna work for you. But to to kind of have that buy in yourself is one thing, and to build that trust with your team and with your customers, I guess, is another one. And I'm curious, like, we was this something that was given top down to you? You were told, go on. Figure this out. You have to incorporate AI, or did you sort of bring AI initiatives at the top? And it seems like for both of you, there was more of you than there was top down, but I'm sure some of our folks are experiencing a different sort of directive. So I'm curious, like, if maybe Eric, we can start with you. Like, how did this happen for you? Yeah. This was not a top down directive. In 2025, the there was a lot more conversation at Bloomerang about AI and using AI in an intelligent fashions. But when I looked intrinsically, I was like, I'm hearing this message. What does this mean for me a year, two years, three years from now? What does this mean for the team? And so I knew I'd I needed to get out ahead of it and and push AI up instead of waiting for it to be pushed down to me. So, yeah, I wasn't given the directive, but I think that that if if you think about it in your career, if you're not getting the directive, I think that this is a huge opportunity for you to manage up and coach up and say that this is the opportunity that we need to go tackle, because it it will produce really positive results, for your team. And as as the owner of the project, you'll be seen in a in a really positive light as well. Absolutely. That's brilliant. How about you, Danielle? 100000% what Eric is saying. If you are not being told by your bosses to get AI going, tell your bosses it's time to get AI going because if you don't, you're gonna miss the train, and the train is at the station right now. We we got on the train early somehow. Again, I kinda look back, and I feel like it was not not to get all crunchy on you, but I feel like it was kind of kismet that it came into our sites at the exact time that it did because we were we were not going to be able to scale at the rate that we did if we did not lean into AI. And it transformed the way our company scaled and is looked at in our industry. And to answer your question, again, I it it it always brings me back to this kind of, like, I almost disobeyed the instructions by saying, I know we already talked about this and that we're not gonna we're not gonna do bots or automation ever. Because, again, in our industry and insurance and things like that, the turnaround times are slow, wait times, like, times are such a, you know, status quo, things like that. So we had made it our value proposition to have a human available pretty much any time of day over our live chat. And so for me to then come in and be like, hey. I know we talked about this, but hear me out. I think we should get into AI. It was it was very much coming from me up. But if there's anyone listening that is in leadership and is here because someone brought the idea to you, I would just say be open to it. My my leaders were open to it, and we're open to the idea, and it completely transformed everything we've done ever since. Fantastic. Very good. So at Intercom, we really highlight in all of our resources, including blueprints that was shared earlier, the importance of treating AI as infrastructure that kinda continuously improves. How has this helped you grow into new roles or responsibilities you just didn't expect when you first started with this? And maybe, Eric, you can start here. Yeah. I've I've hit on a few of the the pieces already for me personally. I will say for our team, it's opened up more growth opportunities for for them. For context, we've promoted or or moved six people on our team in the first six weeks of the year to other roles and responsibilities, other teams, other other functions. You look back on 2025, we moved we promoted or moved six total people. And so I think that that alone is kinda showcasing the the impact that it, AI can have. We've grown our our documentation team as a direct result of this. We now have, like, a smaller team that's that's focused on the continual improvement and and things like that. So I would say the the roles and responsibilities are ever evolving, and it's evolving based on what we're seeing in the results from, from our work, or what what what we think AI could could do more for us. But I think that, the roles and responsibilities and then the shifting of of people into into those roles has been magic. I I think it's it's pretty pretty awesome to see the amount of growth that our team is is having. Yeah. I can testify that here as well. We've, you know, we started with someone who one person who was managing the content, then we have two. We had started with one person who was doing, like, conversation design and customer experience. Now we're kind of heading into two and nearly three space because, like, yeah, the amount of, like, little work that you know, the small incremental changes, the continuous improvement that can be done there is really, like, invaluable. All that like, every single little tweak makes a difference. How about you, Danielle? Again, reflecting a lot of what Eric said, but I'll kinda speak internally. We we figured out that this is working really well, and we actually built our department our support department around the AI once it was built in there. So we have, you know, different tiers of employees. We've got, like, our frontline staff, our our coordinator, and then our our manager, and we saw that it worked. So then we we decided to build out that infrastructure departmentally, and and I'm still working on that, building it out in adjudication, building it out in sales, building it out anywhere we can in tech, see where we can adopt AI, and then build the department around that because that whole section of what used to be in the job description can be taken care of, and then you can build everyone else's skill set and roles to support that and handle the bigger stuff. And so that that's kind of how it has helped us at the infrastructure internally. And then externally, it's really cool because, now MyHSA is seen as kind of a thought leader in a very archaic industry. So we have had several different opportunities to talk about adopting AI in an industry that is known for being kind of a, like, ancient, like, paper claims and all these things, and now we can kind of spread the good news with everyone. So it's it's really been the infrastructure has been huge for our company and for our roles individually. Absolutely. And you are a top leader. I love that, you know, people who come from support, they're like, we're top leaders. No. We're not. You are a top leader. It's, such an intense from, me. like, to like, I. don't I I appreciate you saying that, but it feels weird when someone says that. But then when you think about, like, same with Eric and same with, I think, everyone at Intercom, you're pushing something that was on the horizon, and now it's very much here. That does that is the definition of a thought leader. So Exactly. Exactly. Very good. I'm gonna just remind folks who are listening to drop in some questions if they have any for us, and we're gonna I'm gonna ask one more question to our to Danielle and Eric, and then we will proceed to your questions. So okay. So for all the folks who are in the audience and they're curious, but they're also unsure about AI's impact on their own career, what's the one piece of advice or mindset shift you think it's essential to embrace AI as a catalyst for personal growth. Let's start with you, Danielle. My one piece of advice would just be that that again, even if AI manages to do an astronomical amount of your job, 90%, let's say 90%, that's probably not gonna happen. But even if it could do 90% of your job, the 10% left that you do becomes exponentially more valuable, especially if you learn how to use the AI. You will think faster. You will execute things better. You will have better project outlines. You will have better outcomes. I I know I'm speaking anecdotally, but I really mean it. I really mean this. I I think that AI is here to enhance the human component. It really is. So trust it, I guess. Yeah. Yep. Again, plus one to to Danielle. I think the the embrace it and own it is really important, because the more knowledge that you have on on AI, how it works, the that translates across so many different roles, responsibilities, next company that you're you're you're moving towards. It's really valuable knowledge to have right now, so really embrace it and and own it. And then also don't don't start with a tool in mind. Start with a problem statement. What like, what problem are you trying to solve? And then how does the technology support solving that problem? And I think you'll if you continue to ask yourself or challenge yourself, like, how can we do this better or what whatever we always wanted to do but haven't been able to do it, you you'll find yourself in in situations where, well, we can we can use this AI component or we can use AI for x, y, and z, and you'll start to see the results in your work. And as Danielle mentioned, that that that time that you're freeing up for yourself is so incredibly valuable that then make sure you're capitalizing on it and thinking more strategically and acting on on more so that you're seeing, like, yes, AI is having you can see the tangible results, but you also can point out and say, like, these are the additional things that I'm able to take on and own as a result of AI. Okay. Great stuff. Thank you, guys. I really, really appreciate everything you've shared today. I think it's really refreshing to talk about, like, reality of someone's career and how they've approached it. So we have a bunch of questions, and I'm gonna start with maybe Cynthia's oh, Danny. Danny first. What business metrics are you attaching to the success of an AI implementation project beyond support metrics such as I think there is more to that question. I can't see it. Such as automatic automatic resolution or cost savings. So I don't know if there's anyone who, like, wants to jump on this one. I can also speak to him from my go on, Danielle. Mine will be really quick because you did mention the automatic resolution. We call that ROAR at my HSA rate of automatic resolution, And, that's really the biggest one, and then that can tell you how much you're saving. So those ones are, of course, the obvious ones. But the other one that we love from Intercom is that, there's the customer experience score that is based on sentiment, not surveys. That one is our other huge one that we look at because the AI actually can take the chat and pull out the sentiment of the person without them even having to do a survey. We learned that surveys are automatically usually biased because more people are willing to be vocal when they're in a negative mindset rather than a positive we find. So the surveys can be tricky, but the sentiment, that is our other huge stat. We bring that to our scorecard. We we reference it all the time. I can definitely, yeah, speak to that one. It's customer experience score has been such a game changer because when we've we've actually started developing this internally in the support team. So here's a here's a little story for you. We were the ones first to put this together, and then the product team was like, wait. What? Like, we can do this? Let's use AI to build this in the product. And they've obviously added more layers to it, more AI, more better prompts, code, and everything. But we've we've originally started this as a board because we realized surveys do one small portion, either happy or sad or angry customers. But that massive majority is actual, you know, neutral customers that will never fill the survey, but they're just, like, disengaged enough that they don't even care enough to tell you. And I think this is what's really helping us. The customer experience score really outlines the things that, you know, you you know are not good enough, but they were just never gonna come up in the survey. So it's a great way to measure how your AI is doing. But, yeah, I think I mentioned Danny earlier as well that we are now started we've now started measuring our revenue impact of support team in on adoption, on driving dollars in. So that's a new one for us, and it's been really well receptive. Like, it's it's resonated across the company, and it's been great. But, obviously, there's the resolution rate, involvement rate, automation rate, and the money that you're saving. Eric, do you wanna add anything to that? You two covered it. I would just be rehashing everything that you two just just talked about. Awesome. Okay. We have another question from Cynthia. Can you share how the AI itself is managed? Are the managers doing this? Eric, do you wanna take this one? That's a good question. And if you At the launch it phase for us, I was managing it along with our support operations manager. Like, we were obsessed over spin and everything to Danielle's point. Like, she was cranking out docs. We were tweaking guidance and doing a whole bunch of stuff. So at at at the launch it stage, it's you should be owning it, and you should manage it. And then as you get into the scale it phase, we have a small team right now. There's about four of us, and it's a combination of support managers, support operations, and then our our education team and our documentation team who we meet every week. We see what, some of the trends are. We go act on those trends, and we just kinda continually iterate it. So it's a little bit of a shared ownership because, some of the improvements that we wanna see are documentation related. Some of them are with guidance or things within Fin that we need to to adjust. So it's a shared ownership between a couple different people. And then, also, we encourage our team to provide feedback as well. So we have a workflow in Slack for them to say, hey. I got this chat from from a customer escalated from Finn, gave the wrong answer, did x, y, and z. And so we look at that feedback as well. So it's kind of a a shared ownership across the board, and we really encourage our team to give us that feedback so that we can act on it as well. Yeah. Anything to add, Danielle? I'm very, very much on the same wavelength there. The one thing that I will add too is that, Intercom has done a great job of also making it so that feedback is built in. So there's those suggestions. So it's a very much a shared effort, but we have a few people that own different parts like articles, suggestions, snippets, guidance. So that's kinda cool too is you can have different people that own different parts of it so that one person makes sure they allocate a part of their week to looking through suggestions and making changes there and everything. So, yeah, very much the same. Yeah. I think it's to think about it, in the amount of conversations and customer questions that AI will be touching eventually, hopefully, for many of you, it like, you need more than just, like, one touch point or one person managing it. There's the quality piece that you wanna make make sure is going well. There's the content piece. There's the customer experience piece. And I think this is what this whole conversation has been about, about all of these opportunities that now all opened for, like, your agents who were yesterday just answering their questions. Now they have to be doing all of those jobs, and it really opens them up to, like, progress in their careers. So this is what we have been seeing at Intercom as well, and it has been really welcomed because, like, it opened up all of these opportunities for the team. And, yeah, managers always have a part managers just do everything, don't we? Like, a bit of everything. Very good. I think we will have maybe one more question. Yeah. So Jennifer says, we currently work with Zendesk, and my team tells me it's incredibly difficult to use from a content administrator standpoint. Can you speak to the experience of building and managing content with Intercom? Cool. I can I can take this part? If there's anything you guys wanna add afterwards, please do. There I think, Jennifer, I'd love for you maybe we can connect afterwards, and we can show you what Intercom can do in this sense. But we've been investing a lot of time in making sure that the content management piece is getting easier, and we are really leaning into AI and, like, building that too. So there's a new product that's coming soon, hopefully, that our content manager, Beth, has been giving real feedback to our product team saying, like, this is where this is how I do this, and this is how much time it takes me. Can you help me automate this and make it better? And there's something coming soon in that in that regard. But other than that, we're, like, in within Intercom itself, when Finn answers certain questions, it will flag it as part of your suggestions, as part of, like, AI insights. It will it will flag and optimize. It will say, hey. Your content here is out of date. You should take a look at this. It's gonna flag you weekly, these small incremental changes. You can go in and and adjust. And I think the fact that the the real plus here is that Fin then and our platform work so easily together, and we we have really kind of capitalized on that and made sure that they communicate well, and we give opportunities for folks to to make it easy to to work with their content. Is there something, Danielle or Eric, you would add to that? I can add because we actually migrated from Zendesk to Intercom from a documentation standpoint. So I probably lived or our team has probably lived a lot of what your team is saying, Jennifer. But what Franco was kind of alluding to is that the the tools are much more simple to use. The the UX and the interface itself just presents a lot more functionality that exists in other platforms, but it's just right there in in front of you and much easier to to use and, the suggestions and and things like that. Having everything intertwined into into one piece, only accelerates our ability to to make updates, see where we we need to adjust wording and things like that. So, from a content administrator standpoint, when you're building the documentation or updating it, I think the ease of easability in Intercom and comparatively to to other other tools is much more simple, and really just the the UX itself is is just far far more superior in in my opinion. Very good. Danielle, will I leave it at that, or is there anything you wanna say? love to just also add that we also moved from Zendesk to Intercom. I haven't used, obviously, You should all. move from Zendesk to Intercom. Yeah. It's it's I I can't be too candid here, but it's apples and oranges. It really is. And whichever fruit you like better is Intercom. So the big component that I think is important with Intercom is that it's not just content. It's guidance. So, for example, with our company, we have three different user types with three different goals and three different completely different experiences and completely different things at stake. And so we can't just simply give all this content to an AI bot and expect it to handle it and deploy it properly. The guidance is where it really comes in. So we can say, hey. If this user type comes in asking about this information, which we have given you the ability to answer, don't answer it because it's this user type, and it can do that. So it's really way, way more than the content administration that that part's really easy to Eric's point. You'd upload a bunch of PDFs. You build a bunch of articles. You throw in a bunch of snippets. The the more information you give it, the better. The guidance is really, really key. So that's that's something that just just get a demo, I think. Just go for a demo, and you'll see. Yeah. Absolutely. Well, I have to say these fifty minutes were, like, the fastest fifty minutes of my life. It really flew by. I felt really engaged and really intrigued by everything you guys were sharing. Thank you for, you know, taking away from your Thursday morning, from your busy lives to be here with us today, and thanks to everyone who tuned in to listen. Hopefully, you got some inspiration. And after this, you're now kind of itching to get going, and come and find us if you wanna chat more. But like like Eric said, think about the problem you're trying to solve, and the solution is gonna present itself. So massive thank you to Eric, to Danielle, and everyone who was here with us today. And I wish we'll see you on the next one, I guess. Thanks for having. me. Bye, everyone. Bye. Bye bye.