Customer Comms Team

Customer Comms Team

People

Goals

Make sure customers have the information they need to be successful with PostHog and deliver it in a way which sparks joy.

Hit our expanded SLAs while keeping CSAT stable (Marcus + Steven)

  • Rationale: Reliable support = Good support.
  • What we'll ship: Grow the team, train other teams.
  • We'll know we're successful when: 80% SLA achievement or above for all Normal and High priority tickets. CSAT average does not fall below 4.1 (4.6 at start of Q3).

Level up our processes and automations (Steven)

  • Rationale: Good processes = Fewer tickets, happier users.
  • What we'll ship: Zendesk improvements (domain problem, bounced emails etc.), MaxAI v2, handbook definitions (incl. definitions of what we don't support), team tracking.
  • We'll know we're successful when: MaxAI v2 feels worth keeping and incoming tickets aren't getting out of control.

Make sure we have successful launches for new products (Joe)

  • Rationale: More products = More revenue.
  • What we'll ship: See issue.
  • We'll know we're successful when: We're successfully completing all launch plans.

Continue supporting CS & Sales (Joe)

  • Rationale: There's a lot of things still left to do.
  • What we'll ship: See issue.
  • We'll know we're successful when: We're effectively processing deals of all sizes and up/cross-selling users into new features.

Onboard community manager (Joe)

  • Rationale: More WOM = More growth
  • What we'll ship: See issue.
  • We'll know we're successful when: They've found two influencers we can work with successfully.

Side quests

  • Run another YC S24 campaign, but with less direct work (Joe)

Handbook

Values

1. Being hands-on is the best way to be helpful

It'd be very easy for us to say that we only handle communications and support – that things like bug fixes, docs updates, and content aren't our job. We want to avoid doing that. If helping anyone – whether a colleague or customer – is within our capabilities then we'll jump in. Sometimes we'll jump in anyway.

2. Process shouldn't come above anything else

We deal with a lot of different areas and we're constantly improving our processes to make them more performant and scalable. But if process gets in the way of delighting a user, accelerating a project, or otherwise Doing Good Things, then it's a bad process. It's better to break a rule than break a user's trust.

3. Support is a product, too

In order to keep investing in support, we need to know it's successful and give users a reason to pay for priority support via the Teams add-on. For this reason, we track the success of the Teams add-on and run monthly growth reviews to analyze how support and the Teams add-on are performing.

Responsibilities

  • Handling customer support tickets
  • Leading all large-scale or important messaging activities
  • Facilitating the success of our users (support) and other teams (product marketing)
  • Keeping users proactively informed about things they need to know

Metrics we care about

How we work

We work in weekly sprints. You can find what we're working on in the company-internal repo, where we put together a planning issue for each sprint.

Like other teams, we plan our goals quarterly. Every goal gets assigned an owner who then puts an issue together outlining some of their ideas and steps towards that goal. These issues go in the Meta repo.

When we plan product launches or widescale user messaging activities, we begin by drafting a plan in the Meta repo. There's a template for messaging activities if other teams want to request work.

Every week, on Monday morning, we put together a weekly report on the main support metrics for the Exec team, which is posted in the #team-exec Slack channel along with comments from CSAT surveys. Every two weeks we post a summary report in #tell-posthog-anything containing a bit more context and highlights.

Slack channel