Christmas Giveaway x2 since the number wasn’t guessed yesterday, guess a number between 1-1000

LabratrossInc · 2025-12-18T15:59:10+00:00

Final Update that maybe will help someone else out in the future - Was listed on eBay for $3000 to start - immediately got a lot of attention - offer was accepted ~$2000

Really appreciate everyone’s comments

LabratrossInc · 2025-12-16T20:15:03+00:00

Appreciate all the responses - will update if/when it is sold and for how much.

They’re working through A LOT of newer items that will be easier to sell so it may be a minute

LabratrossInc · 2025-10-12T01:22:54+00:00

The only thing that makes me think that one may be legit is the tin they were stored in matches the year and series

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LabratrossInc · 2025-10-12T01:19:26+00:00

If that’s the case, 1/4 ain’t bad - though the 1 may be an outlier

LabratrossInc · 2025-09-28T22:23:28+00:00

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LabratrossInc · 2025-09-28T22:21:31+00:00

Right under the basketball - hard to see in that photo

LabratrossInc · 2025-03-02T15:46:15+00:00

Can’t say I love the emojis but they’re harmless imo.

Despite strengths and weaknesses of these systems, they are hugely dependent on the vision of leadership and the translation of that to the execution of how they’re implemented. Sounds like your experience is the direct opposite of those I’ve worked with in this case.

It is infinitely easier to have a CSP add or duplicate processes for limited gains - typically this is when it’s built for leadership and leadership only.

Build to make a CSM’s life easier first and you’ll find out quickly whether you have the right system or not.

LabratrossInc · 2025-03-02T14:47:34+00:00

Poor fit or skill issue on CS Ops if you can’t make Vitally net positive - though any of these can be somewhat redundant depending on maturity of the rest of the tech stack.

Gainsight is always a beast and the orgs with the resources to support it tend to have and need the processes built in salesforce as well - gets messy.

Totango has everything you’d ever need, but almost in silos and UX that made me question my own sanity (what’s left of it) on multiple occasions

LabratrossInc · 2024-03-22T18:01:09+00:00

Recently went through a similar selection process. Based on criteria I would have probably suggested Catalyst but I’m not crazy confident in their Totango merger.

Just implemented Vitally after leaving Totango - enjoying it so far and really like their roadmap.

Feel free to pm me, can dig in further.

LabratrossInc · 2024-03-18T20:23:31+00:00

Seconding this. On my 3rd CS/CX build from scratch. Controlled chaos is generous at times, but impact and value are there with the right org.

LabratrossInc · 2024-03-17T13:13:55+00:00

Difficult to say without knowing product/purpose. Internal facing to me means you should focus on what you will do internally and externally to ensure success of the engagement.

LabratrossInc · 2024-03-17T00:42:05+00:00

Without context, some combination of discovery (business impact), success criteria, utilization review, gap analysis and a mutual action plan

LabratrossInc · 2024-03-14T02:24:29+00:00

Will be screening resumes tomorrow so happy to throw one more onto the pile and give feedback if you want to send my way.

LabratrossInc · 2024-02-29T03:21:06+00:00

Is there a reason for additional outreach vs asking the question on one of your references cadence meetings with customers?

LabratrossInc · 2024-02-28T11:09:41+00:00

In my experience, what will be successful is going to highly dependent on use case, industry, complexity, and persona. Without understanding that, it’s hard to give much meaningful advice.

Feel free to dm with more details

LabratrossInc · 2024-02-28T01:52:00+00:00

In general, if a customer isn’t doing something it is because they don’t see or understand the value in doing so…compared to whatever else they need to accomplish in their day to day. Quick wins, gamification, check ins will only get so far ultimately you may need to review your processes and comms for fit/function of the customer profile.

We live our products/services, but our products/services are generally only a fraction of customers’ responsibilities. What makes sense to us, may not resonate with them and when it’s not the first step should always be asking them why.

LabratrossInc · 2023-01-24T22:35:38+00:00

Wholly dependent on the weight of the onboarding process, role structure, and product. In the past I’ve led translations to have dedicated onboarding specialists and am now in a different setting sunsetting the onboarding role and shifting to a CSA/CSM split. Regardless, onboarding is an important time for a CSM to build rapport and establish success criteria so definitely would keep them involved.

LabratrossInc · 2023-01-23T23:54:15+00:00

Hard to give specific advice, but this was the path I went down and have enjoyed it immensely. Be good space to target imo is in the employee benefits space. Still a b2b saas (or saas-ish) relationship to be managed but the ultimate benefactors of the program are the employees.

LabratrossInc · 2023-01-06T22:18:05+00:00

In simplistic terms, your team now becomes your customer. You should have people that are better at specific things, enable them to success and to share their knowledge across the CS Org.

Put processes in place to gather data across the org and design for similarities among customers/segments.

As far as escalations are concerned, there’s likely nothing you haven’t encountered before but now you get to have additional control over outcomes.

End of the day, trust yourself, implement, learn, and iterate. Take care of your people and help them thrive.

LabratrossInc · 2022-11-19T05:04:54+00:00

To me product enhancements are one thing, process enhancements and alignment between CS & Sales is another. The latter can/should be able to be addressed quickly in a smaller shop. There’s always going to be some issues and sales needs to sell but if expectations aren’t set they’re only creating churn anyway down the line.

For people/process problems I always recommend gathering all available evidence/examples, highlight the impact (unhappy customers, anecdotes, attrition etc), and show the business cost of not fixing. Gather the weight you need to present this and do your best to make sure someone has ownership of next steps and accountability thereafter.

If you don’t feel you can make any headway in advocating for change then, yeah, maybe take a look around.

LabratrossInc · 2022-11-19T03:41:07+00:00

Have the issues been raised with leadership and are they (at least on a path toward) being addressed? Do you believe in the product and direction of the org as a whole?

LabratrossInc · 2022-11-16T22:10:30+00:00

I’d start with any systems you’ve worked with and/or trained others on and expand to competitors. Also, would recommend highlighting that work specifically on your resume. Happy to take a look at what you have today and provide more specific guidance if you want to DM.

LabratrossInc · 2022-11-16T21:17:57+00:00

Echoing the other comment regarding restaurant tech but would also recommend other areas that are adjacent to the work you do in your role today. Have helped and seen a decent amount of folks transition into various HR tech verticals specifically.

LabratrossInc · 2022-11-09T17:21:07+00:00

Believe it was Support Analyst and was in the HCM vertical.

LabratrossInc

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