Customer Experience Superheroes - S16 E2 - CX Tech Demo Day

1 00:00:12,320 - > 00:00:14,960 SPEAKER_03: Hello and welcome to the latest episode of the 2 00:00:14,960 - > 00:00:17,839 Customer Experience Superheroes podcast series. 3 00:00:18,000 - > 00:00:21,280 Now, this episode is slightly different to our normal format. 4 00:00:21,440 - > 00:00:22,239 Why is that? 5 00:00:22,480 - > 00:00:26,879 Well, it's going to be a panel discussion that was conducted at 6 00:00:26,879 - > 00:00:34,159 the CXTech demo day, hosted by Lexton earlier in October 2025. 7 00:00:34,880 - > 00:00:36,240 Why is this significant? 8 00:00:36,399 - > 00:00:40,240 Well, we believe this is probably the first CX Tech demo 9 00:00:40,240 - > 00:00:45,280 day, a dedicated day to organisations who are supporting 10 00:00:45,280 - > 00:00:48,960 their clients to improve their capabilities through enhanced 11 00:00:48,960 - > 00:00:50,560 technology solutions. 12 00:00:51,039 - > 00:00:55,280 We invited 15 vendors from across the globe, some very 13 00:00:55,280 - > 00:01:00,079 familiar household names, some more boutique and specialists. 14 00:01:00,240 - > 00:01:04,319 We invited them to come and showcase their capability by 15 00:01:04,319 - > 00:01:06,959 demonstrating how to use their systems. 16 00:01:07,280 - > 00:01:08,400 It was a great day. 17 00:01:08,560 - > 00:01:12,799 We had some wonderful feedback from those who were presenting 18 00:01:12,799 - > 00:01:16,560 on the day, as well as those who are there to view what was going 19 00:01:16,560 - > 00:01:21,920 on, to help inspire and educate them and their organizations to 20 00:01:21,920 - > 00:01:25,280 understand what tech is available and capable in 21 00:01:25,280 - > 00:01:27,120 supporting their requirements. 22 00:01:27,359 - > 00:01:31,599 Alongside the demonstrations, we also had a couple of panel 23 00:01:31,599 - > 00:01:32,480 discussions. 24 00:01:32,640 - > 00:01:36,079 And this podcast is going to feature what we heard in those 25 00:01:36,079 - > 00:01:37,120 panel discussions. 26 00:01:37,280 - > 00:01:44,400 So we had Federico Soni from Stancif, we had David Hennigan 27 00:01:44,400 - > 00:01:49,599 from CXIndex, we had Keith Fulford from Genesis, Trent 28 00:01:49,760 - > 00:01:54,879 Rossini from Incuba, and Agam Kohley from Odigo. 29 00:01:55,599 - > 00:01:59,920 I posed to them some challenging questions, intentionally trying 30 00:01:59,920 - > 00:02:03,680 to get sort of the buyer's perspective on what they bring 31 00:02:03,680 - > 00:02:07,920 to the table and really test them on sort of the standards 32 00:02:07,920 - > 00:02:12,159 that are expected these days and to get a real feel for where 33 00:02:12,159 - > 00:02:14,800 they believe Sick Tech is going in the future. 34 00:02:14,960 - > 00:02:17,039 I was blown away by their answers. 35 00:02:17,520 - > 00:02:19,759 Really interesting to hear what they say. 36 00:02:20,000 - > 00:02:22,800 And you could tell from each of them that they're clearly 37 00:02:22,800 - > 00:02:24,479 experts in their field. 38 00:02:24,639 - > 00:02:27,520 So I really hope you enjoy the discussion. 39 00:02:27,680 - > 00:02:32,639 And feel free to add any comments or questions on the 40 00:02:32,639 - > 00:02:35,919 back of this podcast because invariably we'll be running more 41 00:02:35,919 - > 00:02:36,719 panel discussions. 42 00:02:36,800 - > 00:02:39,759 And I'd be really interested in hearing the questions you'd like 43 00:02:39,759 - > 00:02:40,240 answered. 44 00:02:40,400 - > 00:02:45,199 So without further ado, let's go over to the event now. 45 00:02:45,840 - > 00:02:49,039 Trent, from your perspective, how how do you show? 46 00:02:49,280 - > 00:02:51,919 Because I guess you know you're actually shining a light on 47 00:02:51,919 - > 00:02:53,840 something as opposed to it's a solution. 48 00:02:54,159 - > 00:02:56,879 It's a great organizing tool, isn't it, that leads to 49 00:02:56,960 - > 00:02:57,280 solutions. 50 00:02:57,360 - > 00:03:01,199 So how are you asked to kind of demonstrate um the gains that 51 00:03:01,199 - > 00:03:02,319 you you capture? 52 00:03:02,879 - > 00:03:04,879 SPEAKER_01: I think for anyone that attended the presentation, 53 00:03:04,960 - > 00:03:06,479 that's at the core of what we do. 54 00:03:06,560 - > 00:03:11,120 Um so the whole objective is actually to measure uh uh in in 55 00:03:11,120 - > 00:03:14,719 our terms uh goal achievement or drop-off, and goal achievement 56 00:03:14,719 - > 00:03:16,000 is associated with revenue. 57 00:03:16,159 - > 00:03:18,879 So we we put that at the core of our methodology and approach. 58 00:03:19,039 - > 00:03:22,479 Um we certainly have the view that it's all about the 59 00:03:22,479 - > 00:03:23,520 commercial outcome. 60 00:03:23,599 - > 00:03:26,159 Um now that's not to say that customer experience doesn't 61 00:03:26,159 - > 00:03:26,560 matter. 62 00:03:26,719 - > 00:03:29,919 It's to say that if you offer the right components of the 63 00:03:29,919 - > 00:03:32,879 customer experience, um, and obviously we all know that a 64 00:03:32,879 - > 00:03:35,680 great customer experience leads us to engage with brands more 65 00:03:35,680 - > 00:03:38,400 effectively, that ultimately you'll get a good result. 66 00:03:38,879 - > 00:03:42,960 The the challenge, and I think um some of the aspects that are 67 00:03:42,960 - > 00:03:46,800 somewhat missing in the space often, is that which components 68 00:03:46,800 - > 00:03:50,080 actually tangibly lead to an outcome and which one don't is 69 00:03:50,080 - > 00:03:50,719 not clear. 70 00:03:50,960 - > 00:03:54,879 So I I showed an example in the presentation, um, and it is from 71 00:03:54,879 - > 00:03:59,360 one of our actual clients, is product education uh turned out 72 00:03:59,360 - > 00:04:02,240 to be significant for one of our clients, um, more so than any 73 00:04:02,240 - > 00:04:02,960 other factor. 74 00:04:03,039 - > 00:04:05,520 Uh more so, quite frankly, than CSAT. 75 00:04:05,840 - > 00:04:07,599 And intuitively that's obvious. 76 00:04:07,919 - > 00:04:13,039 So from our point of view, um we both monitor the outcomes that's 77 00:04:13,039 - > 00:04:16,480 in our design, our approach, our reporting and our analytics, and 78 00:04:16,480 - > 00:04:19,279 then we orchestrate, um, not an aspect that I particularly 79 00:04:19,279 - > 00:04:21,839 covered in in detail, we actually orchestrate um on the 80 00:04:21,839 - > 00:04:24,319 customer journey, actually nudging people towards a goal 81 00:04:24,319 - > 00:04:28,240 point using many of the other technologies that we can 82 00:04:28,240 - > 00:04:29,439 interface uh to. 83 00:04:29,680 - > 00:04:33,360 So, you know, from our point of view, and and quite frankly, I 84 00:04:33,360 - > 00:04:36,720 think it's it's just slowly completely lacking in the CX 85 00:04:36,800 - > 00:04:40,800 space at the moment, there just isn't enough focus on outcomes 86 00:04:41,040 - > 00:04:42,079 and profitability. 87 00:04:42,240 - > 00:04:46,720 And that's why we see so much um in the narrative of the fact 88 00:04:46,720 - > 00:04:49,439 that you know people are questioning whether CX programs 89 00:04:49,439 - > 00:04:50,560 have have value or not. 90 00:04:50,720 - > 00:04:52,399 And I don't think that's because they don't. 91 00:04:52,560 - > 00:04:55,600 I think it's because the approach, methodologies, and 92 00:04:55,600 - > 00:04:59,920 tools aren't explicit about uh raising that and they land up in 93 00:04:59,920 - > 00:05:01,279 in very soft spaces. 94 00:05:01,439 - > 00:05:07,279 Um a term I like to use is uh POM-POM-centric uh CX programs 95 00:05:07,439 - > 00:05:09,680 where you know you're just not driving outcomes. 96 00:05:09,759 - > 00:05:13,600 Um and uh and that you know ultimately leads to the fact 97 00:05:13,600 - > 00:05:15,920 that we won't get investment, both as vendors and more 98 00:05:15,920 - > 00:05:18,160 importantly as clients, to actually drive these outcomes. 99 00:05:18,399 - > 00:05:19,600 SPEAKER_03: Yeah, fair point, Trent. 100 00:05:19,759 - > 00:05:20,240 Fair point. 101 00:05:20,399 - > 00:05:21,920 Um again, but I'll come to you. 102 00:05:22,000 - > 00:05:22,959 Uh same question. 103 00:05:23,040 - > 00:05:25,600 I mean, how are you being asked to kind of show gains or how do 104 00:05:25,600 - > 00:05:27,040 you capture and show gains? 105 00:05:27,600 - > 00:05:30,000 SPEAKER_05: So I think from our side, we look at it in terms of 106 00:05:30,000 - > 00:05:30,800 three pillars. 107 00:05:30,879 - > 00:05:33,439 Um, and the three pillars we look at is kind of like you 108 00:05:33,439 - > 00:05:35,040 know, the human story around it. 109 00:05:35,199 - > 00:05:37,040 So, how is the tech or the solution? 110 00:05:37,199 - > 00:05:39,920 Um, how is it helping the agent or the customer? 111 00:05:40,160 - > 00:05:41,920 So, you know, there's a story around that. 112 00:05:42,079 - > 00:05:44,160 Then we look at the operational story, you know. 113 00:05:44,319 - > 00:05:48,000 So, how does the solution then help, you know, the KPIs Keith 114 00:05:48,160 - > 00:05:51,839 just discussed in terms of you know your FCRs, your MPSs, etc., 115 00:05:52,160 - > 00:05:53,680 and there's a story around that. 116 00:05:53,920 - > 00:05:57,120 Um, the thing I do agree with Keith is obviously both of those 117 00:05:57,120 - > 00:06:01,040 combined together automatically bring in um that commercial um 118 00:06:01,040 - > 00:06:03,360 element and that commercial advantage because if you're 119 00:06:03,360 - > 00:06:05,680 doing the first two right, the third automatically sort of 120 00:06:05,680 - > 00:06:08,240 comes along with it, and that's where the focus is. 121 00:06:08,480 - > 00:06:11,839 So, in answer to the question, is it all just commercial? 122 00:06:12,160 - > 00:06:15,360 I think actually it's a balance between all three, uh, because 123 00:06:15,360 - > 00:06:17,199 you need to get the first two right to be able to get the 124 00:06:17,199 - > 00:06:17,839 third as well. 125 00:06:18,560 - > 00:06:20,560 SPEAKER_03: Perfect, and I guess there's many stakeholders who 126 00:06:20,720 - > 00:06:22,160 have invested interest there as well. 127 00:06:22,240 - > 00:06:24,800 Some of the operations people will be looking through the lens 128 00:06:24,800 - > 00:06:26,800 of operational KPIs, as you kind of said. 129 00:06:27,199 - > 00:06:29,600 How do you capture the kind of the gains you're making for 130 00:06:29,600 - > 00:06:29,759 them? 131 00:06:29,839 - > 00:06:32,000 What is what is the currency that they're kind of going, 132 00:06:32,079 - > 00:06:33,439 yeah, this is the value you bring? 133 00:06:33,519 - > 00:06:36,399 And and is that currency just commercial or is it broader than 134 00:06:36,399 - > 00:06:36,639 that? 135 00:06:36,879 - > 00:06:38,560 SPEAKER_00: Oh, you know, it's definitely broader than that. 136 00:06:38,639 - > 00:06:42,800 It's um like because it because it's very hard to gauge the ROI 137 00:06:42,800 - > 00:06:43,279 of CX. 138 00:06:43,360 - > 00:06:45,680 Now we've done a lot of work on it in terms of different 139 00:06:45,680 - > 00:06:48,639 projects and trying to calculate it, but then there's all things 140 00:06:48,639 - > 00:06:51,279 around culture, and when you add in things like employee 141 00:06:51,279 - > 00:06:54,240 retention and all these other factors that are it's it's just 142 00:06:54,480 - > 00:06:55,839 extremely hard to calculate. 143 00:06:55,920 - > 00:07:00,879 However, if you can uh show value by by you know looking at 144 00:07:00,879 - > 00:07:04,399 specific targets and specific elements, it's it's every use 145 00:07:04,399 - > 00:07:06,480 case is different and every customer is different, but you 146 00:07:06,480 - > 00:07:11,680 can definitely um dive into it in some instances and show that 147 00:07:11,839 - > 00:07:15,439 you know, for example, uh certain things like one of our 148 00:07:15,439 - > 00:07:18,240 customers, for example, this is this is just one example. 149 00:07:18,480 - > 00:07:22,160 We have a uh close the loop functionality whereby if someone 150 00:07:22,160 - > 00:07:26,800 has a negative experience, uh they will trigger a uh a case or 151 00:07:26,879 - > 00:07:27,839 closing the loop. 152 00:07:28,079 - > 00:07:31,439 And in that particular instance, the number of cases went down by 153 00:07:31,439 - > 00:07:33,279 62% in one year. 154 00:07:33,519 - > 00:07:35,360 So, what did that mean for the customer? 155 00:07:35,600 - > 00:07:39,439 They were able to uh by using the data that we showed them, uh 156 00:07:39,519 - > 00:07:42,319 they were able to reduce the number of occurrences of those 157 00:07:42,319 - > 00:07:44,800 instances that were causing low feedback by 62%. 158 00:07:45,120 - > 00:07:46,560 So that's why, what does that mean? 159 00:07:46,800 - > 00:07:50,480 That means that they're removing friction from the customer 160 00:07:50,480 - > 00:07:53,680 experience, they're reducing customer effort, the cost to 161 00:07:53,680 - > 00:07:56,560 serve customers going down significantly, the number of 162 00:07:56,560 - > 00:07:59,839 interactions also goes down as well because these complaints, 163 00:07:59,920 - > 00:08:02,720 when they identify them through our platform, they don't recur. 164 00:08:02,879 - > 00:08:05,680 So if you actually look at the data that comes through from the 165 00:08:05,680 - > 00:08:09,040 customer, the the the insight on the on on the likes of a case 166 00:08:09,040 - > 00:08:12,160 management tool, and use that data actually to make 167 00:08:12,160 - > 00:08:15,040 improvements, uh, you can see very meaningful improvements. 168 00:08:15,120 - > 00:08:18,800 So they're there while when when their um number of cases went 169 00:08:18,800 - > 00:08:21,680 down by 62% and their cost to serve the customer went down 170 00:08:21,680 - > 00:08:24,879 very significantly, the actual uh net promoter score went up by 171 00:08:24,879 - > 00:08:26,800 30%, and that was all within a 12-month period. 172 00:08:26,959 - > 00:08:29,199 So you can get really quantifiable, measurable 173 00:08:29,199 - > 00:08:29,759 improvements. 174 00:08:29,920 - > 00:08:31,279 Uh, that's just one example. 175 00:08:31,439 - > 00:08:35,120 So you just need to figure out what what your outcomes are and 176 00:08:35,200 - > 00:08:36,799 start with the outcome at the at the outset. 177 00:08:36,879 - > 00:08:38,720 But I'll I'll hand over to Frederico and see if he's got 178 00:08:38,720 - > 00:08:38,799 some. 179 00:08:40,240 - > 00:08:42,399 SPEAKER_03: I just before we do, just you know, so if David, 180 00:08:42,559 - > 00:08:45,440 you're enabling that happen, they obviously book the gains 181 00:08:45,440 - > 00:08:47,600 that they make because everyone's got to do their piece 182 00:08:47,600 - > 00:08:50,320 in it, but you're kind of the catalyst to that, I guess, 183 00:08:50,399 - > 00:08:51,039 aren't you? 184 00:08:51,360 - > 00:08:53,679 SPEAKER_00: Well, I I I wouldn't say I would say we're just in 185 00:08:53,679 - > 00:08:57,919 the we're just uh providing a very intuitive, easy to use 186 00:08:58,000 - > 00:08:59,919 piece of technology in the middle of the cut. 187 00:09:00,240 - > 00:09:02,159 The culture is the most important catalyst, I would say, 188 00:09:02,240 - > 00:09:03,279 and it's the company, right? 189 00:09:03,440 - > 00:09:06,559 Yeah, so if the company has the appetite to make a change, yeah, 190 00:09:06,799 - > 00:09:08,080 we'll make it easy for them, right? 191 00:09:08,240 - > 00:09:11,200 So we'll make it easy for them to understand what needs to be 192 00:09:11,200 - > 00:09:11,519 done. 193 00:09:11,679 - > 00:09:14,240 Uh, and it doesn't work for every company, but if the 194 00:09:14,240 - > 00:09:16,879 company has the appetite from the top down, it because it 195 00:09:17,279 - > 00:09:20,080 there's also a cultural element and a strategic element in the 196 00:09:20,080 - > 00:09:20,799 organization as well. 197 00:09:20,879 - > 00:09:24,320 But if if you get the perfect conditions where the company 198 00:09:24,320 - > 00:09:27,440 wants to read what the data is telling them, then the outcomes 199 00:09:27,440 - > 00:09:28,159 can be phenomenal. 200 00:09:28,320 - > 00:09:31,200 And that's uh, you know, and and they're our ideal type of 201 00:09:31,200 - > 00:09:31,600 customer. 202 00:09:31,679 - > 00:09:34,559 We've got like these guys are these guys is a really high 203 00:09:34,639 - > 00:09:37,360 high-end uh retailer in North America, and their NPS is 204 00:09:37,360 - > 00:09:38,639 consistently over 80. 205 00:09:38,720 - > 00:09:41,120 So like their uh customer experience is really important 206 00:09:41,120 - > 00:09:41,440 to them. 207 00:09:41,519 - > 00:09:45,440 But like the the actual um it runs the full gamut, though. 208 00:09:45,679 - > 00:09:48,080 So we've we've had some really disaster cases as well where 209 00:09:48,080 - > 00:09:51,279 their NPS is in the negatives and we and we've seen them jump 210 00:09:51,279 - > 00:09:52,639 up into the into the positives. 211 00:09:52,799 - > 00:09:54,879 So so it works across the full spectrum. 212 00:09:54,960 - > 00:09:57,360 It's just about what the lead what leadership is in pace and 213 00:09:57,360 - > 00:09:59,759 what the appetite is around customer experience within an 214 00:09:59,759 - > 00:10:00,799 organization at a time. 215 00:10:01,039 - > 00:10:03,279 SPEAKER_06: Uh yeah, I mean it's actually kind of the purpose of 216 00:10:03,279 - > 00:10:04,000 the team I run. 217 00:10:04,080 - > 00:10:06,720 Well, it is the purpose of the team I run, is to help customers 218 00:10:06,720 - > 00:10:08,240 understand the values. 219 00:10:08,559 - > 00:10:10,159 And so how do you capture them? 220 00:10:10,320 - > 00:10:13,039 Well, I mean, normally it's kind of three steps or two steps for 221 00:10:13,039 - > 00:10:13,519 us at least. 222 00:10:13,600 - > 00:10:16,799 It's it's project that game because ever before you can go 223 00:10:16,799 - > 00:10:18,720 down that road, you need to project it, you need to build a 224 00:10:18,720 - > 00:10:21,279 business case, and then you evaluate that gain. 225 00:10:21,440 - > 00:10:23,679 And it all depends on what they're trying to achieve when 226 00:10:23,679 - > 00:10:26,399 you align that with business goals and objectives as well. 227 00:10:26,639 - > 00:10:27,919 So, how do you capture it? 228 00:10:28,000 - > 00:10:31,279 Um, base baseline data they've got today, and using other 229 00:10:31,279 - > 00:10:35,039 customers, and we build a large number of calculators and 230 00:10:35,039 - > 00:10:37,679 everything else that's consuming other customers, feedback from 231 00:10:37,679 - > 00:10:38,960 other customers in their game. 232 00:10:39,120 - > 00:10:42,960 And we overlay that on top of the customers' data to help them 233 00:10:42,960 - > 00:10:46,159 project or predict what the benefits would be of whatever 234 00:10:46,159 - > 00:10:47,759 capability they're rolling in. 235 00:10:48,080 - > 00:10:50,960 And then after the event, you obviously I monitor stuff that's 236 00:10:51,120 - > 00:10:53,759 basically gets rolled out, and after the event, we go back and 237 00:10:53,759 - > 00:10:56,320 we observe what the benefits have been and turn that into a 238 00:10:56,480 - > 00:11:00,080 typically a pound sign or a euro sign or that that's pretty much 239 00:11:00,080 - > 00:11:01,919 what we do on a day-to-day basis. 240 00:11:02,159 - > 00:11:03,840 Um is it only commercial? 241 00:11:04,480 - > 00:11:05,600 No, and yes. 242 00:11:05,919 - > 00:11:10,240 Uh so invariably some things to begin with are perceived as 243 00:11:10,240 - > 00:11:14,000 non-commercial and maybe slightly less tangible, but 244 00:11:14,000 - > 00:11:17,679 invariably they in they lead to some sort of tangible benefit. 245 00:11:18,000 - > 00:11:21,600 A commercial benefit, whether that's ultimately reduction 246 00:11:21,679 - > 00:11:26,320 agent uh churn or increased sales, policy sales, whatever 247 00:11:26,320 - > 00:11:29,120 that may be, they ultimately do tie back to a commercial 248 00:11:29,120 - > 00:11:32,559 benefit, albeit you can't necessarily recognize or see 249 00:11:32,559 - > 00:11:33,919 that too clearly begin with. 250 00:11:34,720 - > 00:11:35,440 SPEAKER_03: Brilliant, Keith. 251 00:11:35,519 - > 00:11:35,840 Thank you for that. 252 00:11:35,919 - > 00:11:38,000 And thankfully, honesty at the end, they're like the no yes 253 00:11:38,000 - > 00:11:38,639 rather than the yes no. 254 00:11:38,799 - > 00:11:40,799 It's a good I get that. 255 00:11:40,960 - > 00:11:42,799 And and uh I'm doing it on some rotational basis. 256 00:11:42,879 - > 00:11:44,399 So, Trent, I'll come back to you now. 257 00:11:44,559 - > 00:11:46,639 So, um, what's what's your perspective? 258 00:11:46,799 - > 00:11:48,879 Where is the biggest lift coming at the moment? 259 00:11:49,039 - > 00:11:51,840 Where are you seeing the the huge impact that organizations 260 00:11:51,840 - > 00:11:53,519 are getting from CX technology? 261 00:11:53,919 - > 00:11:55,919 SPEAKER_01: I guess that you know that there are broadly two 262 00:11:55,919 - > 00:12:00,080 approaches that you can um use to move customers along. 263 00:12:00,159 - > 00:12:02,559 Uh, the one is obviously offer a better experience, and and 264 00:12:02,559 - > 00:12:03,279 there's value in that. 265 00:12:03,360 - > 00:12:05,919 Um, as I said earlier, uh, I think there's a lot of value in 266 00:12:05,919 - > 00:12:08,240 understanding where the issues are and then bringing about 267 00:12:08,320 - > 00:12:09,360 systemic effects. 268 00:12:09,600 - > 00:12:13,919 One of the aspects that I think is is dramatically underplayed 269 00:12:13,919 - > 00:12:16,799 and underappreciated is the inertia that exists in 270 00:12:16,799 - > 00:12:17,519 customers. 271 00:12:17,759 - > 00:12:21,759 So uh for a customer, they're busy with their lives. 272 00:12:21,840 - > 00:12:24,799 Um, you know, they're fetching the kids and uh they're 273 00:12:24,799 - > 00:12:27,519 attending the soccer matches and they're going to the pub, 274 00:12:27,600 - > 00:12:29,759 they're doing all the things that they do in their lives. 275 00:12:29,919 - > 00:12:33,919 Um, interspersed within their lives are activities related to 276 00:12:33,919 - > 00:12:37,679 the services that you know many of the uh participants are are 277 00:12:37,679 - > 00:12:38,320 offering today. 278 00:12:38,399 - > 00:12:41,279 So if you're at a telco insurance company, a retail 279 00:12:41,279 - > 00:12:42,720 company, a travel company. 280 00:12:42,879 - > 00:12:46,879 So you've got to bring together uh the customer's life with the 281 00:12:46,879 - > 00:12:47,600 offering. 282 00:12:47,840 - > 00:12:52,639 And this sort of notion that the customer um will engage and 283 00:12:52,639 - > 00:12:54,960 bring that point uh that particular service to 284 00:12:55,039 - > 00:12:56,879 conclusion, you know, we just haven't seen that. 285 00:12:57,039 - > 00:13:00,480 So what happens is you're often engaging on many fronts and 286 00:13:00,480 - > 00:13:03,759 you're trying to keep your focus as a consumer in those fronts. 287 00:13:03,919 - > 00:13:07,039 So what you have to do in turn as a provider of service is you 288 00:13:07,039 - > 00:13:08,159 have to engage the customer. 289 00:13:08,320 - > 00:13:10,720 You have to understand the context and you have to nudge 290 00:13:10,720 - > 00:13:11,200 them along. 291 00:13:11,519 - > 00:13:14,639 You know, obviously we've got tremendous developments and a 292 00:13:14,639 - > 00:13:18,720 lot of exciting work happening uh in the context of uh agents 293 00:13:18,799 - > 00:13:20,240 and lots of personalization. 294 00:13:20,320 - > 00:13:22,559 And that is certainly valuable. 295 00:13:22,639 - > 00:13:25,200 But again, I think one of the things that's really missing is 296 00:13:25,200 - > 00:13:28,240 getting timing right, understanding how and when to 297 00:13:28,240 - > 00:13:31,360 engage, when it's appropriate, when there hasn't been action, 298 00:13:31,519 - > 00:13:35,759 and also understanding the degree and nature of engagement. 299 00:13:36,000 - > 00:13:40,480 So should I just send somebody additional uh little notes, or 300 00:13:40,480 - > 00:13:42,960 maybe this person is completely confused, they don't understand 301 00:13:42,960 - > 00:13:45,919 the product offering, they need an in-depth conversation, um, 302 00:13:46,000 - > 00:13:48,240 they need a two-hour conversation, they need some 303 00:13:48,240 - > 00:13:49,600 emotional hand holding. 304 00:13:49,759 - > 00:13:52,080 So understanding the customer context and knowing how to 305 00:13:52,080 - > 00:13:54,879 engage along the customer journey ultimately changes their 306 00:13:54,879 - > 00:13:58,879 behavior and drives those outcomes and allows the service 307 00:13:58,879 - > 00:14:02,159 providers that we work with to get a far better result, all 308 00:14:02,159 - > 00:14:05,759 centered on, again, to my previous comment, all centered 309 00:14:05,759 - > 00:14:08,399 on this notion that you are driving definitive outcomes that 310 00:14:08,399 - > 00:14:09,200 are good for the business. 311 00:14:09,360 - > 00:14:15,200 And the the convergence point is where you're solving uh the you 312 00:14:15,200 - > 00:14:18,559 know the job to be done for the consumer, uh, and at the same 313 00:14:18,559 - > 00:14:20,799 time you're aligning that to the goal of the organization 314 00:14:20,879 - > 00:14:21,600 providing that service. 315 00:14:21,679 - > 00:14:24,159 And when you bring those two together, that's where you get 316 00:14:24,159 - > 00:14:25,200 very successful companies. 317 00:14:25,440 - > 00:14:27,440 SPEAKER_05: So I think there's obviously a lot out there, and I 318 00:14:27,440 - > 00:14:30,159 agree with what Trent says, right, that um sometimes it is 319 00:14:30,159 - > 00:14:31,440 about product education, right? 320 00:14:31,519 - > 00:14:33,919 Because you know, if you take AI as an example, and I'm not gonna 321 00:14:33,919 - > 00:14:37,120 go down that road just now, but there's a lot of FUD in that 322 00:14:37,120 - > 00:14:37,440 space. 323 00:14:37,600 - > 00:14:39,600 A lot of people think a lot of different things in terms of 324 00:14:39,600 - > 00:14:41,039 what it does and what it can do. 325 00:14:41,360 - > 00:14:45,200 I think ultimately what we're looking to do from a CX point of 326 00:14:45,200 - > 00:14:48,080 view and an efficiency point of view, um, it leads to kind of 327 00:14:48,080 - > 00:14:49,679 one thing, which is time efficiency. 328 00:14:49,840 - > 00:14:53,279 So whether you're saving time in terms of handling interactions 329 00:14:53,279 - > 00:14:56,720 from an operational and agent perspective, or whether you're 330 00:14:56,720 - > 00:15:00,000 saving the customer time to kind of get to what they need in 331 00:15:00,000 - > 00:15:02,240 terms of that, you know, first call resolution or first 332 00:15:02,480 - > 00:15:03,919 interaction resolution. 333 00:15:04,080 - > 00:15:07,600 Um ultimately they're all coming down to sort of what we see as 334 00:15:07,600 - > 00:15:12,399 time efficiency, and that in itself then leads to um saving 335 00:15:12,399 - > 00:15:15,360 in terms of money and its own ROI. 336 00:15:15,919 - > 00:15:18,639 So that's the way we kind of then uh approach it. 337 00:15:19,039 - > 00:15:21,600 SPEAKER_03: And uh David, to you then in terms of where does tech 338 00:15:21,759 - > 00:15:24,480 deliver the biggest lift in CX at the moment, what's your 339 00:15:24,480 - > 00:15:25,279 perspective on this? 340 00:15:25,600 - > 00:15:29,279 SPEAKER_00: Yeah, I I think I I agree very much with Federico in 341 00:15:29,279 - > 00:15:31,679 terms of it's it's it's not necessarily it's not about the 342 00:15:31,679 - > 00:15:34,399 tech, or to paraphrase Lance Armstrong, it's not about the 343 00:15:34,399 - > 00:15:34,720 bike. 344 00:15:34,879 - > 00:15:36,720 Obviously, the tech is important, right? 345 00:15:36,960 - > 00:15:38,639 But the culture is so critical. 346 00:15:38,879 - > 00:15:43,039 CX and VOC, it's one of those areas where you need to have a 347 00:15:43,039 - > 00:15:46,159 lot of things working together and to make a big difference in 348 00:15:46,159 - > 00:15:48,080 terms of making meaningful improvements. 349 00:15:48,240 - > 00:15:51,600 But one of the things I will say is that the the likes of 350 00:15:51,759 - > 00:15:54,799 Frederico and me and our companies are really well 351 00:15:54,799 - > 00:15:57,600 positioned to actually, you know, we're in the middle of 352 00:15:57,600 - > 00:16:00,320 this AI boom and there's all sorts of great things happening, 353 00:16:00,480 - > 00:16:03,440 but I know anecdotally that some of the larger incumbents are 354 00:16:03,440 - > 00:16:05,440 struggling to get their hands around it because they're so 355 00:16:05,440 - > 00:16:08,000 large and it's such a big job of heavy lifting. 356 00:16:08,159 - > 00:16:12,159 Whereas the smaller players like uh Sansiv and CX Inix have the 357 00:16:12,159 - > 00:16:16,000 capability to be a lot more agile and responsive in terms of 358 00:16:16,000 - > 00:16:18,399 meeting this new um wave of AI. 359 00:16:18,480 - > 00:16:20,960 So we're we're doing some really cool stuff, and I've seen 360 00:16:20,960 - > 00:16:22,799 Sansdover doing some cool stuff as well. 361 00:16:22,960 - > 00:16:27,200 It's just I just think there's a really good opportunity for 362 00:16:27,200 - > 00:16:32,399 smaller companies as opposed to to to to to sort of um you know 363 00:16:32,720 - > 00:16:36,960 flex their muscles a bit because we don't need as many people to 364 00:16:36,960 - > 00:16:41,519 do the work anymore, and uh it's it we're we're not we're we're 365 00:16:41,600 - > 00:16:45,120 we're not as inefficient in that sense, and there's a really good 366 00:16:45,120 - > 00:16:49,200 opportunity for companies in our space at the moment uh to grow. 367 00:16:49,360 - > 00:16:52,720 So I would say it's not just about the tech, it's about what 368 00:16:52,720 - > 00:16:54,799 about what are the circumstances around the tech. 369 00:16:54,879 - > 00:16:57,759 So it's the culture that's in the organization, but also 370 00:16:58,000 - > 00:17:00,720 what's the actual tech company, what what what are they like? 371 00:17:00,960 - > 00:17:03,120 Are they agile enough to be able to deliver it? 372 00:17:03,279 - > 00:17:05,519 And you know, are you going to be able to respond to your 373 00:17:05,519 - > 00:17:06,000 customers? 374 00:17:06,160 - > 00:17:10,160 So it's there's a number of things that that the the in 375 00:17:10,160 - > 00:17:13,039 terms of the environmental, the environment in which the tech 376 00:17:13,039 - > 00:17:15,920 has been created that will determine whether it's a success 377 00:17:15,920 - > 00:17:16,160 or not. 378 00:17:16,319 - > 00:17:19,279 I think there's a lot of you know, we we can all accept that 379 00:17:19,279 - > 00:17:21,680 there's a bit of commodification happening with a lot of this 380 00:17:21,680 - > 00:17:24,880 technology, so you know, it's about how you do it and the 381 00:17:24,880 - > 00:17:27,440 circumstances with what you how you leverage it. 382 00:17:27,599 - > 00:17:30,160 So uh a lot of the stuff that will be done with LLMs is a 383 00:17:30,319 - > 00:17:32,480 literally just a skin on top of it, and there'll be fees 384 00:17:32,799 - > 00:17:34,880 ultimately Nvidia are gonna make a lot of money from it. 385 00:17:36,000 - > 00:17:40,079 So so you know, it's just about who who's who's able to package 386 00:17:40,079 - > 00:17:42,000 it well enough and and deliver value from that. 387 00:17:42,240 - > 00:17:44,400 SPEAKER_03: We've heard that Keith, kind of nudging nudging 388 00:17:44,480 - > 00:17:47,039 behavior and and time efficiencies being two areas you 389 00:17:47,119 - > 00:17:47,920 get the biggest lift. 390 00:17:48,079 - > 00:17:49,359 What's your take on things? 391 00:17:49,759 - > 00:17:51,839 SPEAKER_06: Well, uh it it actually depends. 392 00:17:52,079 - > 00:17:53,599 That's never a clear answer on this. 393 00:17:53,680 - > 00:17:56,079 Uh it depends on the organization, the vertical room, 394 00:17:56,240 - > 00:17:56,960 what they're trying to achieve. 395 00:17:57,039 - > 00:18:00,400 But ultimately, if you look at what's driving customer 396 00:18:00,400 - > 00:18:04,799 experience, if you look at the two ends of that model or two 397 00:18:04,799 - > 00:18:07,680 ends of what that looks like, you've got for an organization 398 00:18:07,680 - > 00:18:10,400 focused on CX, you've got loyalty that they want to grow 399 00:18:10,559 - > 00:18:13,039 from CX, which is ultimately what they do, what they want to 400 00:18:13,039 - > 00:18:14,640 do, and why do they want to do that? 401 00:18:14,880 - > 00:18:16,079 That's about driving growth. 402 00:18:16,240 - > 00:18:18,240 And then the other side, operational efficiency. 403 00:18:18,400 - > 00:18:22,160 And if you look at balancing those well, um the the 404 00:18:22,319 - > 00:18:25,759 predominant of benefits are coming from, and I hate to use 405 00:18:25,759 - > 00:18:30,079 this, sorry, I gamp AI-driven capabilities that is helping to 406 00:18:30,079 - > 00:18:32,000 actually drive that and change that. 407 00:18:32,319 - > 00:18:35,599 But on both ends, you know, you're in a situation where now 408 00:18:35,599 - > 00:18:39,759 you don't have to sacrifice CX for operation efficiency, you 409 00:18:39,759 - > 00:18:40,720 can deliver both. 410 00:18:41,519 - > 00:18:44,079 So for me, I think that is probably the biggest 411 00:18:44,559 - > 00:18:47,680 differential benefit now because you can do the both whereas 412 00:18:47,839 - > 00:18:50,160 historically you kind of maybe have to sacrifice one to the 413 00:18:50,160 - > 00:18:52,319 other to want to drive it to the CX, that would have a 414 00:18:52,640 - > 00:18:56,160 potentially an operational cost or uh uh cost on you, and that 415 00:18:56,160 - > 00:18:57,279 isn't the case anymore. 416 00:18:57,359 - > 00:18:58,799 And I think that's the biggest change. 417 00:18:58,880 - > 00:19:01,359 So organizations historically would be driven up with 418 00:19:01,759 - > 00:19:05,279 efficiencies that can now really drive their way forward on 419 00:19:05,440 - > 00:19:08,480 improving CX, which drives loyalty ultimately and more 420 00:19:08,640 - > 00:19:09,599 sales at the end of the day. 421 00:19:10,079 - > 00:19:10,559 SPEAKER_03: Thank you, Kevin. 422 00:19:10,960 - > 00:19:11,759 I mean, really, really clear. 423 00:19:11,839 - > 00:19:12,559 Thank you ever so much. 424 00:19:13,119 - > 00:19:16,960 Where do you think technology, custom experience technology, is 425 00:19:16,960 - > 00:19:19,680 getting the the biggest lift for clients now? 426 00:19:19,839 - > 00:19:22,799 Where where are they employing it most kind of you know, 427 00:19:23,119 - > 00:19:27,119 effectively or or even sort of um most overtly, where do you 428 00:19:27,119 - > 00:19:30,400 see the spend going and clients kind of saying this is where we 429 00:19:30,400 - > 00:19:31,920 need CX Tech to help us? 430 00:19:32,079 - > 00:19:34,160 I'll come to you first, Federico, on this one. 431 00:19:34,480 - > 00:19:36,640 SPEAKER_02: Well, that is an easy question because if you 432 00:19:36,640 - > 00:19:40,799 address your technology with EI today, you are you are sure that 433 00:19:40,799 - > 00:19:45,119 you can get uh you know the budget, but uh in my opinion, is 434 00:19:45,200 - > 00:19:48,480 uh it's just it's just a buzzword, you know. 435 00:19:48,640 - > 00:19:55,440 Uh when uh when uh basically I I'm I mean I used to do machine 436 00:19:55,440 - > 00:19:59,279 learning uh at the end of the 90s, and we were considered just 437 00:19:59,279 - > 00:20:01,759 crazy guys that uh we know nowhere. 438 00:20:01,920 - > 00:20:06,799 You know, now to be in that field, uh you are really you 439 00:20:06,799 - > 00:20:11,680 know kind of uh you see the the billions that they are around in 440 00:20:11,680 - > 00:20:15,519 Silicon Valley about people that work in uh in this area. 441 00:20:15,759 - > 00:20:21,039 But uh to me, what is important is start always from the 442 00:20:21,039 - > 00:20:24,799 customer experience and then understand what kind of 443 00:20:24,799 - > 00:20:28,400 technology you have uh you know to use to support the the 444 00:20:28,720 - > 00:20:29,839 customer experience. 445 00:20:30,000 - > 00:20:34,160 And it's exactly the same uh uh for for the artificial 446 00:20:34,160 - > 00:20:36,319 intelligence projects that are around now. 447 00:20:36,400 - > 00:20:39,279 You know, there are people that just start a project because 448 00:20:39,279 - > 00:20:42,799 it's sexy to start this this project, and then they fail 449 00:20:42,960 - > 00:20:46,640 because they they never consider the human aspect, they never 450 00:20:46,640 - > 00:20:51,200 consider what kind of problems they want to solve uh to the 451 00:20:51,200 - > 00:20:51,519 people. 452 00:20:51,920 - > 00:20:58,240 So um in my opinion, uh of course, serving the customer, 453 00:20:58,400 - > 00:21:03,599 making uh uh you know, make life easier for uh for uh for the 454 00:21:03,599 - > 00:21:08,319 customers is is an important area, and and uh and uh you know 455 00:21:08,480 - > 00:21:13,920 uh companies are spending in that area, but uh uh for me what 456 00:21:13,920 - > 00:21:18,079 is important is not just the technology that can solve you 457 00:21:18,079 - > 00:21:18,960 know a problem. 458 00:21:19,279 - > 00:21:23,599 At the end of the day, is is a mix of technology, people, 459 00:21:24,000 - > 00:21:28,000 processes, and strategy you have uh you have in place, and and 460 00:21:28,000 - > 00:21:31,839 you have really uh uh to work to work on that. 461 00:21:32,000 - > 00:21:36,160 So at the moment we are really in a crazy bubble where uh you 462 00:21:36,160 - > 00:21:41,039 know they just spend money uh really focusing on uh on a 463 00:21:41,039 - > 00:21:46,240 technology, but um, I think it it it won't last for uh for a 464 00:21:46,240 - > 00:21:49,839 long time because uh you know they they need to prove at the 465 00:21:49,839 - > 00:21:52,559 end the return of investment, as we said before. 466 00:21:52,880 - > 00:21:54,720 SPEAKER_03: But from your perspective, it's enduring, 467 00:21:54,799 - > 00:21:55,440 Federico. 468 00:21:55,519 - > 00:21:58,000 You need to still stick with that North Star, which is what 469 00:21:58,000 - > 00:22:01,279 is the experience that you want your Customers to have and what 470 00:22:01,279 - > 00:22:04,240 are the problems you're trying to solve for them, and then work 471 00:22:04,240 - > 00:22:05,680 out where you place the impact. 472 00:22:06,000 - > 00:22:08,400 SPEAKER_02: Yeah, but uh Christopher, also, you know, 473 00:22:08,480 - > 00:22:11,759 when we say what kind of experience we want to offer to 474 00:22:12,000 - > 00:22:16,079 our customers, I always say it doesn't depend from you know, 475 00:22:16,319 - > 00:22:20,480 someone uh say uh the customer experience strategy. 476 00:22:20,640 - > 00:22:24,000 In my opinion, it doesn't exist in customer experience strategy. 477 00:22:24,160 - > 00:22:27,440 There is the strategy of the company that then influences the 478 00:22:27,440 - > 00:22:28,240 customer experience. 479 00:22:28,319 - > 00:22:31,839 So I always say you cannot be Singapore Airlines and EasyJet 480 00:22:31,839 - > 00:22:33,920 at the same time, it doesn't work, you know. 481 00:22:34,400 - > 00:22:35,599 SPEAKER_03: Sure, absolutely. 482 00:22:36,319 - > 00:22:36,880 Fair point. 483 00:22:37,039 - > 00:22:38,720 Um, Trent, I'll come back to you next. 484 00:22:38,799 - > 00:22:40,799 So, you know, three perspectives there. 485 00:22:41,119 - > 00:22:42,799 Are you strategic advisors? 486 00:22:42,960 - > 00:22:46,000 Are you sort of you know de-risking their business or are 487 00:22:46,000 - > 00:22:47,519 you there driving cost efficiencies? 488 00:22:47,680 - > 00:22:50,400 How do you present yourself or how do clients perceive their 489 00:22:50,400 - > 00:22:51,359 relationship with you? 490 00:22:51,759 - > 00:22:53,920 SPEAKER_01: I don't think we fit into any of those categories, 491 00:22:54,000 - > 00:22:57,039 and uh maybe I'll just choose uh an alternative one. 492 00:22:57,200 - > 00:23:00,960 Um I think our engagements with our our clients is is really 493 00:23:00,960 - > 00:23:05,519 around in the context of helping them drive customer behavior. 494 00:23:05,839 - > 00:23:10,000 So this whole idea of saying as an organization, you want to 495 00:23:10,000 - > 00:23:11,680 drive certain behavioral outcomes. 496 00:23:11,759 - > 00:23:13,920 Um now, those behavioral outcomes might actually fit back 497 00:23:13,920 - > 00:23:16,559 into those two buckets that you spoke about because you can 498 00:23:16,559 - > 00:23:19,200 drive behavioral outcomes that ultimately get people to use 499 00:23:19,200 - > 00:23:23,119 more efficient uh channels, we can get them to uh buy more, uh, 500 00:23:23,200 - > 00:23:25,599 you can get them to stay uh longer. 501 00:23:25,839 - > 00:23:29,039 Um, I think the the key point probably that I do want to home 502 00:23:29,039 - > 00:23:33,359 in on uh that is super important is as tech providers, no one's 503 00:23:33,359 - > 00:23:35,440 really interested in our features and functions of our 504 00:23:35,440 - > 00:23:35,920 technology. 505 00:23:36,000 - > 00:23:38,000 Um that's generally what we've seen. 506 00:23:38,240 - > 00:23:41,200 So, where you need to home in is you need to actually understand 507 00:23:41,200 - > 00:23:43,839 the context of the customer, the corporate customer that is, that 508 00:23:43,839 - > 00:23:44,960 I'm talking about. 509 00:23:45,119 - > 00:23:48,319 And based on that, you need to solution fit um your features 510 00:23:48,319 - > 00:23:50,160 and functions to that particular need. 511 00:23:50,319 - > 00:23:54,240 And I think, you know, uh, I don't want to be uh too dramatic 512 00:23:54,240 - > 00:23:56,960 about the strategic importance that we play with our customers. 513 00:23:57,200 - > 00:23:59,839 What we do do is we spend a lot of time understanding what the 514 00:23:59,839 - > 00:24:02,400 business outcomes are that they want to drive, and then we 515 00:24:02,400 - > 00:24:05,200 support that through, as I said earlier, uh through 516 00:24:05,200 - > 00:24:07,920 technologies, through methodology, through 517 00:24:07,920 - > 00:24:10,799 professional services to achieve that business outcome. 518 00:24:10,960 - > 00:24:15,599 And inherent in our methodology and our teams, we we're very 519 00:24:15,599 - > 00:24:18,480 focused on making sure that we actually realize those business 520 00:24:18,480 - > 00:24:19,039 outcomes. 521 00:24:19,279 - > 00:24:22,160 So the the objective of the project is not to go live, 522 00:24:22,240 - > 00:24:24,240 because quite frankly, that there's no value in that. 523 00:24:24,400 - > 00:24:29,359 The objective is to operate a service that gives an outcome 524 00:24:29,680 - > 00:24:32,160 that's defined at the start of the project, and hopefully that 525 00:24:32,160 - > 00:24:35,759 outcome is related to a bottom line, uh, bottom line impact. 526 00:24:36,000 - > 00:24:38,720 Sometimes it is uh it does have cost efficiency. 527 00:24:38,880 - > 00:24:41,119 Sometimes it's got to do with the fact that customers' 528 00:24:41,279 - > 00:24:43,759 behavior that I spoke about leads them to stay with that 529 00:24:43,759 - > 00:24:44,799 organization longer. 530 00:24:45,039 - > 00:24:47,680 Hopefully, uh it's also there are going to be occasions at 531 00:24:47,680 - > 00:24:49,839 which um it's gonna get them to buy more. 532 00:24:50,640 - > 00:24:55,599 In our context, our key focus is thinking about customer behavior 533 00:24:55,680 - > 00:24:58,160 and all of the elements that need to come together to drive 534 00:24:58,160 - > 00:24:59,599 that end customer behavior. 535 00:24:59,920 - > 00:25:03,759 And again, the the organizations we deal with, I mean, they're 536 00:25:03,759 - > 00:25:06,160 experts in insurance, they're experts in banking, they're 537 00:25:06,400 - > 00:25:08,240 experts in uh retail. 538 00:25:08,559 - > 00:25:09,119 We're not. 539 00:25:09,200 - > 00:25:11,680 Um we we have a good sense of those industries. 540 00:25:11,920 - > 00:25:15,920 But what we do do is we're very engaged in terms of how to do 541 00:25:15,920 - > 00:25:17,279 customer journey management. 542 00:25:17,359 - > 00:25:19,519 And we've seen it across different industries, and I 543 00:25:19,519 - > 00:25:22,079 think you know, hopefully we add some value in that context is 544 00:25:22,240 - > 00:25:26,079 bring that perspective domain expertise uh to the table and 545 00:25:26,079 - > 00:25:29,440 therefore assist uh some of our clients or or hopefully all of 546 00:25:29,440 - > 00:25:32,079 our clients in achieving their goals and helping them. 547 00:25:32,240 - > 00:25:35,279 Now, ultimately, the question that I think any vendor should 548 00:25:35,279 - > 00:25:38,400 ask is are you helping your clients achieve their bonus? 549 00:25:38,480 - > 00:25:40,640 Um and and understanding that's super important. 550 00:25:42,319 - > 00:25:43,440 SPEAKER_03: Very good, very good. 551 00:25:43,680 - > 00:25:45,359 Okay, so uh what one more question. 552 00:25:45,680 - > 00:25:48,720 This one's um uh been bubbling away, and what's really 553 00:25:48,720 - > 00:25:50,400 interesting, I think it was engage customer. 554 00:25:50,480 - > 00:25:53,920 There's an event last week, and the conversations moved from how 555 00:25:53,920 - > 00:25:58,160 do you develop AI to the mess we're making, implementing AI? 556 00:25:58,240 - > 00:26:01,119 And of course, it was fine until us humans got involved again, 557 00:26:01,200 - > 00:26:01,519 wasn't it? 558 00:26:01,599 - > 00:26:04,160 If we just throw that away, it would have been fine. 559 00:26:04,240 - > 00:26:07,680 But just so so my take, my question is um, how are we 560 00:26:07,680 - > 00:26:10,240 framing AI in the role of CX Tech? 561 00:26:10,480 - > 00:26:14,079 I mean, is it an enabler for something we're gonna do anyway? 562 00:26:14,319 - > 00:26:16,640 Is it accelerating what we're trying to achieve? 563 00:26:16,799 - > 00:26:18,000 Is it the game changer? 564 00:26:18,079 - > 00:26:20,240 Is it a new paradigm we're working towards? 565 00:26:20,400 - > 00:26:22,720 Is it as I heard someone describe, it's just like 566 00:26:22,720 - > 00:26:26,400 welcoming a new colleague with new skills, or is it a better 567 00:26:26,400 - > 00:26:27,839 version than all of us put together? 568 00:26:28,000 - > 00:26:31,839 I mean, just how big, how important, how impactful, how do 569 00:26:31,839 - > 00:26:32,559 you frame it? 570 00:26:32,720 - > 00:26:35,680 So uh Keith, I'll I'll I'll leave you to last because then 571 00:26:35,680 - > 00:26:40,160 we can take that conversation into your uh your presentation 572 00:26:40,240 - > 00:26:41,119 if that's okay. 573 00:26:41,920 - > 00:26:43,839 So I'm gonna come to you first on it then. 574 00:26:45,440 - > 00:26:47,279 SPEAKER_05: So Chris, I agree with everything you're gonna 575 00:26:47,279 - > 00:26:47,359 say. 576 00:26:47,440 - > 00:26:49,839 I was gonna say that, you know, this is my own opinion, by the 577 00:26:49,839 - > 00:26:50,000 way. 578 00:26:50,160 - > 00:26:54,079 Um actually, you've got to think of um AI as a friend with 579 00:26:54,079 - > 00:26:55,680 superpowers on steroids. 580 00:26:56,000 - > 00:26:59,440 Thinking of it, thinking of it as uh as a point solution to you 581 00:26:59,440 - > 00:27:02,240 know solve one bit of something or another bit of something else 582 00:27:02,480 - > 00:27:04,480 isn't the right way to look at things. 583 00:27:04,720 - > 00:27:08,400 Um the way I think of it is it's it's an intelligence layer um 584 00:27:08,400 - > 00:27:11,440 that kind of sits across every customer touch point. 585 00:27:11,920 - > 00:27:15,519 Um and it allows you to kind of sense and recognize patterns and 586 00:27:15,519 - > 00:27:18,559 allows you, you know, an organization to react and learn 587 00:27:18,559 - > 00:27:22,559 in real time um to then be able to obviously do what needs to be 588 00:27:22,559 - > 00:27:26,000 done to kind of um you know be predictive in terms of what 589 00:27:26,000 - > 00:27:26,400 needs to be done. 590 00:27:26,720 - > 00:27:30,240 Gone is the age of where you know you have to wait for things 591 00:27:30,240 - > 00:27:32,079 to happen before you act. 592 00:27:32,480 - > 00:27:38,000 I think it's all about um being able to do or take a decision in 593 00:27:38,000 - > 00:27:38,480 the now. 594 00:27:39,519 - > 00:27:41,119 SPEAKER_03: Brilliant, brilliant, excellent. 595 00:27:41,359 - > 00:27:43,920 A really pragmatic approach there, and I guess that's born 596 00:27:43,920 - > 00:27:46,880 of you know, you're working with this on a day-to-day basis, so 597 00:27:46,960 - > 00:27:50,319 uh you can see the the fame and the fear that's kind of involved 598 00:27:50,319 - > 00:27:50,640 with it. 599 00:27:50,720 - > 00:27:52,319 So great, thanks ever so much there. 600 00:27:52,720 - > 00:27:55,039 How do you see your role with clients? 601 00:27:55,279 - > 00:27:59,200 You do you see yourself as uh strategic enablers of growth? 602 00:27:59,599 - > 00:28:03,119 Um, do you see yourselves as you know, we're talking about you 603 00:28:03,119 - > 00:28:05,359 know, it's a crazy world where it's time, there's a lot of 604 00:28:05,359 - > 00:28:06,079 uncertainty. 605 00:28:06,240 - > 00:28:08,160 Do you bring a bit of stability to that? 606 00:28:08,319 - > 00:28:11,119 Or or at the end of the day, you know, are we there, you know, as 607 00:28:11,119 - > 00:28:14,720 transactors driving cost efficiencies as that's always 608 00:28:14,720 - > 00:28:16,960 going to be a requirement by the organization? 609 00:28:17,119 - > 00:28:20,640 So so how how does CX Index try and position themselves with 610 00:28:20,640 - > 00:28:21,440 clients, David? 611 00:28:21,759 - > 00:28:23,680 SPEAKER_00: Yeah, I suppose you know what? 612 00:28:23,839 - > 00:28:26,880 Like, I suppose we're relatively small compared to the like let's 613 00:28:26,880 - > 00:28:29,200 say a Qualtrics and Modalli, who are the largest, larger 614 00:28:29,200 - > 00:28:29,920 companies in the space. 615 00:28:30,079 - > 00:28:32,960 But like what we do is we we we go end-to-end with our 616 00:28:32,960 - > 00:28:33,440 customers. 617 00:28:33,599 - > 00:28:36,799 Like, so we take on a role of strategic consultant to an 618 00:28:36,799 - > 00:28:37,440 extent as well. 619 00:28:37,519 - > 00:28:39,599 And I know that's a lot of the work of you do, but it just so 620 00:28:39,599 - > 00:28:43,039 happens that we we we get really involved in what the customer 621 00:28:43,039 - > 00:28:45,759 wants in terms of their outcomes, in terms of how 622 00:28:45,759 - > 00:28:47,839 they're gonna set up their VOC program. 623 00:28:48,000 - > 00:28:50,480 And we we provide really, really strong advice. 624 00:28:50,640 - > 00:28:54,000 I think you know, we we kind of are really good at the advice 625 00:28:54,000 - > 00:28:57,200 piece when it in terms of getting them off the races, but 626 00:28:57,200 - > 00:28:58,799 then beyond that, they'll need hand holding. 627 00:28:58,880 - > 00:29:01,119 And that's what I think you know, the likes of Lexton can 628 00:29:01,119 - > 00:29:04,319 come in and really deliver superlative levels of value. 629 00:29:04,480 - > 00:29:08,720 Uh, it's it's kind of from from our perspective, um, we we 630 00:29:08,720 - > 00:29:12,880 really try to sort of deliver value in terms of um we we we we 631 00:29:12,880 - > 00:29:15,599 buy into the whole story, so not just providing the technology, 632 00:29:15,680 - > 00:29:19,039 it's also about providing um the consulting piece. 633 00:29:19,119 - > 00:29:22,640 Not that it's not a core part of our offer, but it just so 634 00:29:22,640 - > 00:29:25,440 happens that a lot of the customers we come across have 635 00:29:25,440 - > 00:29:28,319 never done a VOC program before and they need advice on how to 636 00:29:28,319 - > 00:29:31,359 get up and running, and we're very good at that piece, but I I 637 00:29:31,359 - > 00:29:34,720 I still see ourselves primarily as a purely a technology 638 00:29:34,720 - > 00:29:37,680 company, and we don't make revenue out of the consulting 639 00:29:37,680 - > 00:29:37,920 piece. 640 00:29:38,000 - > 00:29:40,319 It's more just we want to make sure people get set up properly 641 00:29:40,319 - > 00:29:41,279 and don't make city mistakes. 642 00:29:41,440 - > 00:29:44,319 SPEAKER_03: I was at a I was at an event last week, and the CEO 643 00:29:44,319 - > 00:29:48,480 of NFU Mutual was saying that what they look for from third 644 00:29:48,480 - > 00:29:51,839 parties is to is to understand the journey they are on, and 645 00:29:51,839 - > 00:29:54,799 exactly as you're saying there, David, get invested in what 646 00:29:54,799 - > 00:29:58,240 we're about and our purpose, because then you can really help 647 00:29:58,240 - > 00:29:59,519 my organization. 648 00:29:59,599 - > 00:30:02,319 And I that's exactly what you're saying there, is you know, your 649 00:30:02,720 - > 00:30:06,559 you know, that agility, that call it boutique, whatever you 650 00:30:06,640 - > 00:30:10,000 have to describe it, affords you the opportunity to say, I can 651 00:30:10,000 - > 00:30:12,799 get invested with this client, I can understand their journey on. 652 00:30:12,880 - > 00:30:16,480 So I can appreciate what happens with that is you then get asked 653 00:30:16,480 - > 00:30:19,680 to use your utilize your skills and services beyond the core 654 00:30:19,680 - > 00:30:20,960 competency of the technology. 655 00:30:21,039 - > 00:30:23,359 There'll be other is you become a trusted agent. 656 00:30:23,839 - > 00:30:24,240 SPEAKER_00: There is that. 657 00:30:24,319 - > 00:30:28,720 And one thing a good analogy I like to make is you know, um, if 658 00:30:28,720 - > 00:30:31,039 you were to look at the larger incumbents, you could say that 659 00:30:31,039 - > 00:30:34,000 they're like off the rack like Nike or Adidas, whereas we're 660 00:30:34,000 - > 00:30:36,720 more like hook couture, it's more like you know, it's really 661 00:30:36,720 - > 00:30:39,039 like we get into the nitty-gritty with the guys in 662 00:30:39,039 - > 00:30:42,880 terms of it's more and but for but for the largely around the 663 00:30:42,880 - > 00:30:46,240 same same cost and same price, it's like you get a really sort 664 00:30:46,240 - > 00:30:47,920 of uh tailored sort of feel. 665 00:30:48,000 - > 00:30:50,799 And look, even as a cloud-based product, but we really go to the 666 00:30:50,799 - > 00:30:51,440 end degree. 667 00:30:51,519 - > 00:30:52,640 I don't know what your experience of that is, 668 00:30:52,720 - > 00:30:55,839 Frederico, but that's mine in terms of I I try to 669 00:30:55,839 - > 00:30:58,720 differentiate not only with the technology, but with the the 670 00:30:58,720 - > 00:31:01,599 counselling and advice we do as we get customers on board it. 671 00:31:01,839 - > 00:31:04,559 SPEAKER_03: Um, and and just a couple of times we mentioned 672 00:31:04,559 - > 00:31:08,160 there about you dealing with the robustness and the trust. 673 00:31:08,400 - > 00:31:11,599 A lot of this has still got to do with you know the human 674 00:31:11,599 - > 00:31:14,799 interaction, you you as teams dealing with the clients and the 675 00:31:14,799 - > 00:31:15,279 prospects. 676 00:31:15,519 - > 00:31:18,960 So, you know, when you present yourself, how how do you how do 677 00:31:18,960 - > 00:31:20,640 you see yourself with your your clients? 678 00:31:20,799 - > 00:31:24,160 Do you see yourself as a a strategic enabler of their 679 00:31:24,160 - > 00:31:24,559 growth? 680 00:31:24,720 - > 00:31:26,960 Uh, you know, we're talking about uncertain times. 681 00:31:27,039 - > 00:31:29,920 I mean, Agam earlier was talking about you know the geopolitical 682 00:31:29,920 - > 00:31:31,920 landscape impact in decision making. 683 00:31:32,079 - > 00:31:35,119 Do you see yourself providing stability in an uncertain era? 684 00:31:35,359 - > 00:31:38,400 Or as one of the things we said, you know, is clients are still 685 00:31:38,400 - > 00:31:40,880 looking for, are you there to drive cost efficiencies? 686 00:31:40,960 - > 00:31:44,079 What what is what is the role that the you know you and your 687 00:31:44,079 - > 00:31:45,279 organization have with your clients? 688 00:31:45,440 - > 00:31:47,839 Keith, I'll come to you first on this, if I may. 689 00:31:48,319 - > 00:31:50,720 SPEAKER_06: It it depend I keep using this word, it depends. 690 00:31:50,799 - > 00:31:53,359 It depends on the client and what their goals and objectives. 691 00:31:53,519 - > 00:31:55,599 And we are a global organization, so it depends 692 00:31:55,599 - > 00:31:58,720 where they are, of course, and their personal or their their 693 00:31:58,720 - > 00:32:00,160 individual situation. 694 00:32:00,400 - > 00:32:03,519 And so when you're looking at an organization or looking at 695 00:32:03,519 - > 00:32:07,359 growth, you are assisting or enabling that growth or helping 696 00:32:07,440 - > 00:32:08,799 to enable that growth. 697 00:32:09,039 - > 00:32:11,920 Uh, equally, if you've got an organization that's really 698 00:32:11,920 - > 00:32:16,079 focused on um actually operational efficiency, play 699 00:32:16,079 - > 00:32:19,200 that role in terms of how you actually help them do that. 700 00:32:19,279 - > 00:32:22,160 And where we are now is actually doing both of what we possibly 701 00:32:22,319 - > 00:32:22,480 can. 702 00:32:22,799 - > 00:32:26,799 So it really depends on the customer, their location, of 703 00:32:26,960 - > 00:32:30,319 course, and where they are on the journey of the company's an 704 00:32:30,400 - > 00:32:31,759 organization themselves. 705 00:32:32,079 - > 00:32:36,960 And from a perspective of um an agent in reality, you are a 706 00:32:36,960 - > 00:32:39,839 colleague, you're using the capability and tools to help 707 00:32:39,839 - > 00:32:41,279 them do their day-to-day job. 708 00:32:41,920 - > 00:32:42,799 All of those things. 709 00:32:42,880 - > 00:32:47,759 So it it and the question as to whether that's a better solution 710 00:32:47,759 - > 00:32:51,599 or not, or ultimately it could be it again, it depends on the 711 00:32:51,599 - > 00:32:52,799 outcomes of the delivery. 712 00:32:52,880 - > 00:32:54,799 So I kind of trying to point out as well. 713 00:32:54,880 - > 00:32:57,359 It's sort of dependent heavily dependent on the outcomes you're 714 00:32:57,359 - > 00:32:58,079 delivering too. 715 00:32:58,160 - > 00:33:00,559 So not a clear answer because I don't think it is a clear 716 00:33:00,559 - > 00:33:00,720 answer. 717 00:33:02,480 - > 00:33:03,440 SPEAKER_03: Thank you very much, Keith. 718 00:33:03,599 - > 00:33:05,759 How do you position yourself with clients? 719 00:33:06,160 - > 00:33:09,200 SPEAKER_02: No, the the position of ourselves is more on a uh 720 00:33:09,279 - > 00:33:13,920 let's say technology companies, but really focus on uh uh you 721 00:33:13,920 - > 00:33:17,440 know the analytics parts, because that was always uh, 722 00:33:17,599 - > 00:33:23,519 let's say our uh um Unixelling proposition in the market, you 723 00:33:23,519 - > 00:33:26,480 know, with with the new product that really focused just on 724 00:33:26,480 - > 00:33:30,160 analytics, we are acquiring uh uh customer of our big 725 00:33:30,160 - > 00:33:34,000 competitors as David mentioned before, Qualtrics and Medallia, 726 00:33:34,079 - > 00:33:38,960 because we are really good in doing that piece of uh you know 727 00:33:39,039 - > 00:33:40,720 the the whole journey. 728 00:33:41,519 - > 00:33:45,359 Before uh we had really uh and we still have the end-to-end 729 00:33:45,599 - > 00:33:50,400 platform, but uh um you know competing, uh competing with the 730 00:33:50,400 - > 00:33:54,079 big giants uh uh is uh is difficult. 731 00:33:54,160 - > 00:33:58,160 So you you need you really need to find uh uh your space. 732 00:33:58,400 - > 00:34:02,799 And uh we think we we found our space uh in the analytics part. 733 00:34:03,119 - > 00:34:08,000 What what we provide uh in terms of value is uh for sure a kind 734 00:34:08,000 - > 00:34:12,480 of strategic support, because at the end, uh you know um the 735 00:34:12,480 - > 00:34:16,800 actionable insights that comes out give uh uh uh strategic uh 736 00:34:16,960 - > 00:34:18,559 you know indications. 737 00:34:19,119 - > 00:34:23,679 And on the other hand, uh we are really we are really focusing on 738 00:34:23,679 - > 00:34:28,800 uh uh generating prediction over you know the single customers in 739 00:34:28,880 - > 00:34:34,239 at in terms that we can we can also uh provide uh and show the 740 00:34:34,239 - > 00:34:39,039 value of uh of the solution and the return of investment. 741 00:34:39,440 - > 00:34:40,239 SPEAKER_03: Brilliant, brilliant. 742 00:34:40,320 - > 00:34:42,880 So Trent, we hear about you know it's complex, but you've got to 743 00:34:42,880 - > 00:34:44,400 keep it simple for the customer. 744 00:34:44,480 - > 00:34:47,119 And as Keith said, it's kind of number one on the on the 745 00:34:47,119 - > 00:34:47,760 development list. 746 00:34:47,840 - > 00:34:50,079 So where does it fit in for you? 747 00:34:50,719 - > 00:34:53,599 SPEAKER_01: So the dynamics are quite interesting between um 748 00:34:53,920 - > 00:34:57,360 people sharing information, trust, and the desire for 749 00:34:57,360 - > 00:35:01,119 personalization, but uh the desire for confidentiality. 750 00:35:01,360 - > 00:35:03,760 And often there's a sense that these things are pulling in 751 00:35:03,920 - > 00:35:05,519 often in opposite directions. 752 00:35:05,679 - > 00:35:08,079 So everybody wants a personalized experience. 753 00:35:08,159 - > 00:35:12,159 Um, you know, it kind of takes us back to uh the corner grocery 754 00:35:12,159 - > 00:35:14,400 store where the person understood you and understood 755 00:35:14,400 - > 00:35:15,119 your context. 756 00:35:15,199 - > 00:35:19,119 And in that world, um you engaged with a particular 757 00:35:19,119 - > 00:35:21,440 individual and they knew a lot about you. 758 00:35:21,679 - > 00:35:24,239 You know, in a similar way, I think consumers want 759 00:35:24,239 - > 00:35:26,880 personalized offers, they want personalized engagement, they 760 00:35:27,119 - > 00:35:30,559 want um the organizations that they're dealing with to 761 00:35:30,559 - > 00:35:33,599 recognize them as individuals in their context and their problem 762 00:35:33,679 - > 00:35:35,760 and their background and their engagement. 763 00:35:35,920 - > 00:35:39,039 And we all get very frustrated when organizations don't do 764 00:35:39,039 - > 00:35:39,199 that. 765 00:35:39,440 - > 00:35:43,360 The counter to that, obviously, is that implies that there's a 766 00:35:43,360 - > 00:35:46,079 tremendous amount of personalized information, and 767 00:35:46,079 - > 00:35:48,800 that information needs to be protected, and there has to be a 768 00:35:48,800 - > 00:35:49,679 sense of trust. 769 00:35:49,840 - > 00:35:53,119 Just in the same way that you engaged with the corner grocer 770 00:35:53,360 - > 00:35:56,400 many years ago, and you trust that the grocer would keep that 771 00:35:56,400 - > 00:35:58,239 information um confidential. 772 00:35:58,400 - > 00:36:00,880 You trust the hopefully the brands that you're dealing with 773 00:36:00,880 - > 00:36:01,840 to do the same. 774 00:36:02,079 - > 00:36:05,519 So uh customers share that personalized context as a 775 00:36:05,519 - > 00:36:08,880 function of the trust in the brand. 776 00:36:09,280 - > 00:36:14,719 Now, for many of us, you know, we reliant on big tech, um, uh 777 00:36:14,880 - > 00:36:17,280 Microsoft, Amazon, uh, Google. 778 00:36:17,599 - > 00:36:21,360 There's a lot of those security frameworks are uh developed by 779 00:36:21,360 - > 00:36:22,320 uh big tech. 780 00:36:22,639 - > 00:36:26,480 And I think you know, obviously, as vendors in the space, we have 781 00:36:26,480 - > 00:36:30,159 to be uh adopting the right uh approaches. 782 00:36:30,320 - > 00:36:33,760 We need to be building it into our technologies, um, and they 783 00:36:33,760 - > 00:36:34,960 have to be super secure. 784 00:36:35,119 - > 00:36:37,760 Um, you know, I mean we simply won't get business, none of us 785 00:36:37,840 - > 00:36:40,719 as vendors will get business without that level of security, 786 00:36:40,800 - > 00:36:45,039 and every one of us is subject to um any number of um 787 00:36:45,360 - > 00:36:48,719 cybersecurity reviews as we offer services, and and 788 00:36:48,719 - > 00:36:51,440 obviously there's a check and balance to see that we comply 789 00:36:51,440 - > 00:36:53,119 with things like uh GDPR. 790 00:36:53,280 - > 00:36:55,519 So I don't think we've got much choice in the space. 791 00:36:55,920 - > 00:37:01,199 I I do think that it is super important because it's not only 792 00:37:01,360 - > 00:37:05,039 you know a key requirement, a legislative um uh uh uh uh 793 00:37:05,199 - > 00:37:09,760 requirement uh and uh a entry uh into the game, but it's 794 00:37:09,760 - > 00:37:12,800 something that ultimately will make sure that your engagement 795 00:37:12,800 - > 00:37:15,039 with the customer is more effective because if they trust 796 00:37:15,039 - > 00:37:18,400 you, if they trust the brand, uh they're more likely to share 797 00:37:18,400 - > 00:37:18,719 information. 798 00:37:18,800 - > 00:37:21,519 And I think there's a virtuous circle inherent in that, and you 799 00:37:21,519 - > 00:37:22,960 can't be on the wrong side of it. 800 00:37:23,280 - > 00:37:23,760 SPEAKER_03: Brilliant. 801 00:37:23,920 - > 00:37:24,559 Thank you, Chair. 802 00:37:24,719 - > 00:37:26,239 I think uh great response to that one. 803 00:37:26,320 - > 00:37:30,000 I mean, it's so critical, and I think you know uh you you've all 804 00:37:30,000 - > 00:37:32,000 demonstrated that the seriousness and the 805 00:37:32,000 - > 00:37:34,880 responsibility is embedded into the fabric of your organization. 806 00:37:34,960 - > 00:37:36,719 So it's really rewarding to hear. 807 00:37:36,880 - > 00:37:39,119 We've got a question, I've got to finish with, so I'll come 808 00:37:39,119 - > 00:37:40,159 back to that specifically. 809 00:37:40,320 - > 00:37:44,639 But uh just jumping back, um, I was at an event uh last week 810 00:37:44,639 - > 00:37:47,599 where the uh directors of procurement were saying the only 811 00:37:47,599 - > 00:37:49,760 thing on the agenda is uh cyber risk. 812 00:37:50,159 - > 00:37:52,880 So I want to know kind of you know, this is not so much about 813 00:37:52,880 - > 00:37:56,880 your solution capability, but this is just an understanding in 814 00:37:56,880 - > 00:38:01,199 terms of um where does this fit into the role of a CX vendor? 815 00:38:01,280 - > 00:38:04,480 How does this fit into how you present yourself in the way that 816 00:38:04,480 - > 00:38:07,199 you conduct yourself, how your your maybe it is how your 817 00:38:07,199 - > 00:38:08,320 systems are orchestrated? 818 00:38:08,480 - > 00:38:11,440 So uh as I'm changing the order each time and coming to you, 819 00:38:11,519 - > 00:38:12,639 Agam first on this one. 820 00:38:13,039 - > 00:38:13,920 SPEAKER_05: Yeah, no problem at all. 821 00:38:14,079 - > 00:38:16,159 So I think at least from an Odigo perspective, 822 00:38:16,320 - > 00:38:20,320 strategically, we've looked at um you know cybersecurity not 823 00:38:20,320 - > 00:38:24,880 just as uh another part of CX, but more as a fundamental 824 00:38:24,880 - > 00:38:29,760 expression of how we look after our customers, so customer care. 825 00:38:30,079 - > 00:38:33,519 Um so what we try and do is obviously you know, we know our 826 00:38:33,519 - > 00:38:37,360 clients, our customers, and their clients um need to know 827 00:38:37,360 - > 00:38:39,679 that their data is safe, and security is kind of like a 828 00:38:39,679 - > 00:38:42,400 non-negotiable at the moment um with Odigo. 829 00:38:43,039 - > 00:38:47,280 Um so our jobs as a vendor is to effectively integrate um what we 830 00:38:47,280 - > 00:38:50,400 call security workflows within customer experience. 831 00:38:50,639 - > 00:38:52,559 Now, that can obviously take two forms. 832 00:38:52,800 - > 00:38:55,119 One is obviously, you know, everything that everyone does 833 00:38:55,119 - > 00:38:57,199 from a CX perspective, there's obviously two-factor 834 00:38:57,199 - > 00:38:59,440 authentication, resetting passwords, etc. 835 00:38:59,760 - > 00:39:02,880 So one element of it from a CX perspective is to kind of 836 00:39:02,880 - > 00:39:06,320 simplify those processes to make it easier for end customers, to 837 00:39:06,480 - > 00:39:09,360 make it easier to kind of deal with the security that is now 838 00:39:09,360 - > 00:39:12,639 required for all of that data protection and required to 839 00:39:12,639 - > 00:39:15,760 enable um what you need from a cybersecurity perspective. 840 00:39:16,000 - > 00:39:19,119 Um and the other bit is obviously you know, still make 841 00:39:19,119 - > 00:39:22,639 sure that from a platform from a back-end point of view, the 842 00:39:22,639 - > 00:39:23,920 security is robust. 843 00:39:24,159 - > 00:39:27,119 So, you know, things are nailed down to tight and shut. 844 00:39:27,360 - > 00:39:30,400 And obviously that then depends in terms of um what you then do 845 00:39:30,400 - > 00:39:32,880 for end customers in terms of you know whether you offer them 846 00:39:32,880 - > 00:39:35,920 sort of private data center solutions or in public cloud 847 00:39:36,239 - > 00:39:37,039 stuff like that, right? 848 00:39:37,199 - > 00:39:41,840 So um we try, I wouldn't say try fit, uh have a fit for everyone, 849 00:39:42,000 - > 00:39:44,639 but at least from a security perspective, make sure that you 850 00:39:44,639 - > 00:39:46,159 know all angles are are covered. 851 00:39:46,320 - > 00:39:48,960 So it kind of fits into the fundamental pillar of what we 852 00:39:48,960 - > 00:39:50,960 now do as part of our customer engagement. 853 00:39:51,519 - > 00:39:54,079 SPEAKER_03: David, from from your perspective, how where does 854 00:39:54,079 - > 00:39:56,880 this fit into CX, the topic of cybersecurity? 855 00:39:57,119 - > 00:40:00,400 SPEAKER_00: Yeah, like it's just a hugely important uh part of 856 00:40:00,400 - > 00:40:02,159 our business now, and it always has been. 857 00:40:02,320 - > 00:40:04,000 We were very fortunate when we started the business. 858 00:40:04,079 - > 00:40:08,800 Uh, we our office was next door to uh a global leading uh 859 00:40:08,800 - > 00:40:10,480 authority on information security. 860 00:40:10,559 - > 00:40:14,320 So he drilled it into us from a very early phase that it how the 861 00:40:14,320 - > 00:40:16,320 importance of information security, and we're going back 862 00:40:16,320 - > 00:40:20,400 over a decade now, but you know, um, you know, we obviously have 863 00:40:20,400 - > 00:40:25,519 the ISO certification going back uh since 2018, 2017, and you 864 00:40:25,519 - > 00:40:29,119 know, we maintain that, and but we we just see it everywhere, 865 00:40:29,360 - > 00:40:33,119 like and obviously uh just like Francesca, it's it's like it's 866 00:40:33,119 - > 00:40:36,400 the type, it's the part of the business that kind of like you 867 00:40:36,400 - > 00:40:38,159 know, I'm not gonna lie to you. 868 00:40:38,239 - > 00:40:42,079 I've no interest in it in terms of it's a it's really it's like 869 00:40:42,079 - > 00:40:44,960 a tax on doing business, but you have to take it very seriously, 870 00:40:45,119 - > 00:40:48,880 you have to be really um you know on on alert about it. 871 00:40:48,960 - > 00:40:51,679 Um, there's no such thing as best practice with information 872 00:40:51,679 - > 00:40:53,760 security because things are changing all the time. 873 00:40:53,920 - > 00:40:57,440 So we've got a full-time, like sorry, a CISO uh in our 874 00:40:57,440 - > 00:41:01,280 organization who's like from a turn on security company and he 875 00:41:01,280 - > 00:41:03,679 works with us just to make sure where our practices are 876 00:41:03,679 - > 00:41:04,079 maintained. 877 00:41:04,159 - > 00:41:06,960 And we we we we wouldn't have the enterprise the same. 878 00:41:07,119 - > 00:41:09,119 We work with the enterprise as well, and you just don't get 879 00:41:09,119 - > 00:41:11,920 enterprise customers without enterprise security. 880 00:41:12,000 - > 00:41:14,559 So it's a cost to doing business, and it's one of those 881 00:41:14,559 - > 00:41:16,000 things that you have to maintain. 882 00:41:16,239 - > 00:41:19,679 And obviously, you don't want to have a situation where anything 883 00:41:19,679 - > 00:41:22,559 happens on your watch, so you just have to be vigilant because 884 00:41:22,559 - > 00:41:25,840 the damage that could be done if you're not if you're not playing 885 00:41:25,840 - > 00:41:29,920 ball and doing stuff correctly with API pen tests, app pen 886 00:41:30,000 - > 00:41:32,159 tests, all this type of stuff, if you don't have your stuff 887 00:41:32,159 - > 00:41:34,880 locked in, the risks out there are tremendous, and it could be 888 00:41:34,960 - > 00:41:36,480 you know it could really damage your business. 889 00:41:36,559 - > 00:41:39,039 So we we take it incredibly seriously, but it's a total 890 00:41:39,039 - > 00:41:40,400 pain, but you have to deal with it. 891 00:41:40,639 - > 00:41:42,639 SPEAKER_03: Yeah, I I I take that expression kind of you 892 00:41:42,639 - > 00:41:45,519 know, a tax, uh, a tax on the business that you know you've 893 00:41:45,519 - > 00:41:47,440 got to do, but it's a sort of thing, I guess, when you don't 894 00:41:47,440 - > 00:41:49,039 pay taxes and you get caught out. 895 00:41:49,199 - > 00:41:51,920 So it's yeah, it's a it's a permission, a permission to 896 00:41:51,920 - > 00:41:52,480 trade, isn't it? 897 00:41:52,559 - > 00:41:55,840 It's in the essential bucket, it's not optional, and the the 898 00:41:55,840 - > 00:41:59,519 levels of security and protection will will invariably 899 00:41:59,519 - > 00:42:04,960 increase um as uh as does the uh the the complexity of of of 900 00:42:04,960 - > 00:42:05,440 digital. 901 00:42:05,679 - > 00:42:08,960 Um so Keith, we've heard there from a customer facing 902 00:42:09,119 - > 00:42:12,239 perspective how you can help customers navigate through what 903 00:42:12,239 - > 00:42:15,920 needs to be high levels of security, but also internally 904 00:42:15,920 - > 00:42:19,039 making sure the infrastructure is robust and uh and tight. 905 00:42:19,119 - > 00:42:22,000 I mean, from your perspective, how does it fit into CX? 906 00:42:22,480 - > 00:42:24,480 SPEAKER_06: Gosh, it's pivotal to CX, really. 907 00:42:24,559 - > 00:42:27,119 Um I'm with a again completely on that. 908 00:42:27,360 - > 00:42:29,599 Certainly when we develop anything that actually starts 909 00:42:29,599 - > 00:42:31,679 with security, it's our number one priority. 910 00:42:31,920 - > 00:42:34,320 Uh, because the implications and security is a bit of a weird 911 00:42:34,320 - > 00:42:34,719 one, right? 912 00:42:34,880 - > 00:42:36,400 Cybersecurity is a bit of a weird one. 913 00:42:36,559 - > 00:42:40,320 It only the value in it is only seen when it goes wrong, not 914 00:42:40,320 - > 00:42:41,360 when it goes right. 915 00:42:41,599 - > 00:42:46,639 And the implications of it going wrong are brand reputational 916 00:42:46,639 - > 00:42:51,440 damage, uh regulatory compliance failures, gosh, resilience and 917 00:42:51,440 - > 00:42:52,159 continuity as well. 918 00:42:52,239 - > 00:42:55,440 It actually kind of has a has an impact on all of the above. 919 00:42:55,679 - > 00:42:58,480 But I think the key point is from a CX perspective is to make 920 00:42:58,480 - > 00:43:00,239 it seem to the end customer. 921 00:43:00,880 - > 00:43:02,320 It's a hidden thing. 922 00:43:02,639 - > 00:43:06,719 And so making obviously making it ultra ultra secure, but then 923 00:43:06,719 - > 00:43:09,840 hiding the complexity and hiding all that horribleness, if you 924 00:43:09,840 - > 00:43:12,960 like, or the complexity behind that uh and taking away, keep it 925 00:43:12,960 - > 00:43:13,920 away from the customer. 926 00:43:15,840 - > 00:43:16,719 SPEAKER_03: Thank you, thank you, Pete. 927 00:43:16,880 - > 00:43:19,199 Now, one of the the topics that's come up a couple of times 928 00:43:19,199 - > 00:43:22,000 today, and was again at this event last week, I was told it 929 00:43:22,000 - > 00:43:25,280 was the number one was uh cybersecurity and and and you 930 00:43:25,280 - > 00:43:29,280 know risk, um, the potential threat to to all companies in 931 00:43:29,280 - > 00:43:31,840 the UK we've been hit very hard, and you know, kind of what 932 00:43:32,000 - > 00:43:35,519 surfacing is it's you know, it's quite often it's third-party uh 933 00:43:35,519 - > 00:43:38,320 risk assessments that are identifying there was you know 934 00:43:38,400 - > 00:43:39,199 vulnerabilities. 935 00:43:39,360 - > 00:43:43,760 So uh how does that, how does this topic fit in with customer 936 00:43:43,760 - > 00:43:46,800 experience and and how how much does it impact the way in which 937 00:43:46,800 - > 00:43:49,119 you you operate, say Federal Rico? 938 00:43:49,280 - > 00:43:51,039 How does it affect you, uh Sansif? 939 00:43:52,079 - > 00:43:54,960 SPEAKER_02: Well, uh that is an extremely important topic. 940 00:43:55,119 - > 00:43:57,599 It was always uh an important topic. 941 00:43:57,840 - > 00:44:03,039 So um in our case, uh uh you know we we we start from the 942 00:44:03,039 - > 00:44:08,000 beginning to serve just the enterprise uh uh segment and uh 943 00:44:08,159 - > 00:44:13,119 um you know we have to do all the ISO certification the SOCU 944 00:44:13,280 - > 00:44:18,880 certification etc we need to provide to our client every six 945 00:44:18,880 - > 00:44:23,840 months if I'm not wrong a pen uh pen test uh to show us uh you 946 00:44:23,840 - > 00:44:28,159 know that uh we we can assure uh that uh everything is in control 947 00:44:28,880 - > 00:44:35,599 i would I would add one more uh um you know not not really small 948 00:44:35,599 - > 00:44:39,679 uh element uh in the question because uh at the end of the day 949 00:44:39,840 - > 00:44:45,119 um the way generative I is used today in in the in the companies 950 00:44:45,440 - > 00:44:50,079 uh expose the company to big risks because what is happening 951 00:44:50,239 - > 00:44:54,320 is happening that uh you know the individual that you know 952 00:44:54,559 - > 00:44:59,599 take the solution by itself and and probably no one in the 953 00:44:59,599 - > 00:45:03,440 company knows that you are running chat gpt or cloud or 954 00:45:03,440 - > 00:45:07,519 whatever you want and no one understands uh understands the 955 00:45:07,519 - > 00:45:12,880 risks uh connected to that uh there is a big reason why you 956 00:45:12,880 - > 00:45:17,440 know on uh the the adaption uh in terms of individual uh is 957 00:45:17,440 - > 00:45:20,960 faster than the adaption uh in the company and and and the 958 00:45:20,960 - > 00:45:25,920 reason is really this this big risk so this is the other aspect 959 00:45:26,079 - > 00:45:30,079 uh uh where we have worked uh a lot in terms of you know 960 00:45:30,239 - > 00:45:35,360 providing guardrails to the models uh that we use uh be sure 961 00:45:35,360 - > 00:45:39,360 that we follow a certain governance uh in the data and uh 962 00:45:39,360 - > 00:45:43,760 in in the way other other things are for instance you know 963 00:45:44,639 - > 00:45:48,480 european customers or Swiss customers that doesn't want the 964 00:45:48,480 - > 00:45:53,119 data uh you know to leave the country or to leave Europe so 965 00:45:53,280 - > 00:45:56,880 you need also uh to pay attention to that thanks thanks 966 00:45:57,039 - > 00:46:01,840 god there are a lot of uh you know uh several options we we 967 00:46:01,840 - > 00:46:06,239 were uh laughing before with David uh uh uh you know saying 968 00:46:06,400 - > 00:46:09,679 okay uh you know every morning you wake up and there is 969 00:46:09,679 - > 00:46:13,519 something news uh in uh in artificial intelligence but uh 970 00:46:13,679 - > 00:46:16,800 sometimes it's positive because for instance now you have all 971 00:46:16,800 - > 00:46:20,639 these very nice local models that you can deploy local and 972 00:46:20,800 - > 00:46:24,639 you can avoid to have uh you know those uh those threats uh 973 00:46:24,639 - > 00:46:30,159 related to um hacking uh and and things like that but definitely 974 00:46:30,239 - > 00:46:36,239 is is a big uh uh big topic uh Christopher yeah thank you and 975 00:46:36,480 - > 00:46:38,480 really reassuring kind of you know the the importance you 976 00:46:38,480 - > 00:46:40,960 should say it's always been there and trem from from your 977 00:46:40,960 - > 00:46:43,679 perspective obviously you're working with AI in a very 978 00:46:43,679 - > 00:46:48,079 specific way but uh how how are you kind of framing AI in CX? 979 00:46:48,480 - > 00:46:51,920 SPEAKER_01: The analogy I like to think about is is really one 980 00:46:51,920 - > 00:46:55,679 of saying what would you do if you had a thousand graduates um 981 00:46:55,679 - > 00:46:59,039 that had zero training um but lots of intelligence um and I 982 00:46:59,039 - > 00:47:01,920 think that's kind of really what we've got here so when you think 983 00:47:01,920 - > 00:47:06,000 about customer experience um and you think about a person going 984 00:47:06,000 - > 00:47:08,400 along the customer journey you know in the past we often got 985 00:47:08,400 - > 00:47:11,039 feedback of saying well we've got all this feedback and it's 986 00:47:11,039 - > 00:47:13,760 kind of interesting we understand where customers are 987 00:47:13,760 - > 00:47:16,880 at different points in the customer journey um but they 988 00:47:16,880 - > 00:47:17,440 need help. 989 00:47:18,159 - > 00:47:21,760 Now having thousands of uh people in a contact center to 990 00:47:21,760 - > 00:47:24,079 reach out and help those people is quite difficult. 991 00:47:25,519 - > 00:47:28,880 Maybe not difficult, it's certainly uh expensive. 992 00:47:29,679 - > 00:47:33,679 With um agentic and AI capabilities what you're able to 993 00:47:33,679 - > 00:47:36,159 do is you're actually able to use agents to engage with 994 00:47:36,159 - > 00:47:39,920 people, taking the very specific context of the customer and 995 00:47:39,920 - > 00:47:42,320 offering them very specific advice at that point. 996 00:47:42,480 - > 00:47:45,599 So it's all about understanding where they are in the customer 997 00:47:45,599 - > 00:47:48,880 journey and then using all of that context which you know 998 00:47:49,039 - > 00:47:54,559 ultimately these um uh very knowledgeable um to be trained 999 00:47:54,559 - > 00:47:58,320 agents um or the equivalent of a graduate is able to do so 1000 00:47:58,400 - > 00:48:01,760 ultimately what you can do is you can actually assign an agent 1001 00:48:01,760 - > 00:48:02,559 per customer. 1002 00:48:02,800 - > 00:48:05,840 So think of it as having a personal helper that's sitting 1003 00:48:05,840 - > 00:48:09,039 in the background helping you uh submit your claim into an 1004 00:48:09,039 - > 00:48:13,760 organization, uh get your policy updated um help you with your 1005 00:48:13,760 - > 00:48:14,320 banking. 1006 00:48:14,480 - > 00:48:18,239 And the the beautiful thing about um the AI technology is it 1007 00:48:18,239 - > 00:48:21,920 can digest this vast amount of data and then personalize a 1008 00:48:21,920 - > 00:48:25,679 response that's very specific to the individual at a speed and an 1009 00:48:25,840 - > 00:48:29,840 uh and a cost or certainly a speed much higher than um an 1010 00:48:29,840 - > 00:48:34,400 individual can do and a cost much lower uh than a a human can 1011 00:48:34,400 - > 00:48:35,679 do in the same situation. 1012 00:48:35,840 - > 00:48:38,800 And we're appropriate obviously working in tandem with uh 1013 00:48:38,800 - > 00:48:42,079 individuals because there are certain instances um if you 1014 00:48:42,079 - > 00:48:45,519 think about healthcare for argument's sake um that just you 1015 00:48:45,840 - > 00:48:49,440 can pretend to be empathetic uh through things like AI agents 1016 00:48:49,599 - > 00:48:52,000 but you know everyone will see through that it's just nothing 1017 00:48:52,000 - > 00:48:55,760 like the human voice to engage with someone uh when someone for 1018 00:48:55,760 - > 00:49:00,000 argument's sake has the joy of having a new birth or has the um 1019 00:49:00,159 - > 00:49:02,639 the desperation of discovering that they have a chronic 1020 00:49:02,639 - > 00:49:03,840 condition that they have to deal with. 1021 00:49:04,000 - > 00:49:06,400 So you know there what you want to do is you want to actually 1022 00:49:06,400 - > 00:49:12,239 avoid uh overuse I think of um of technology but you know often 1023 00:49:12,320 - > 00:49:15,119 um there's an expectation when you when you're dealing with 1024 00:49:15,119 - > 00:49:17,679 somebody in a traumatic situation that the person at 1025 00:49:17,679 - > 00:49:20,880 least understands your context and you can help inform people 1026 00:49:20,960 - > 00:49:24,000 um uh the humans that are going to be engaging with people that 1027 00:49:24,000 - > 00:49:26,960 need help you can help uh inform them of the context so that 1028 00:49:26,960 - > 00:49:30,239 ultimately they can be more empathetic and spend uh less 1029 00:49:30,239 - > 00:49:34,400 time on on administration that's a really good point you make 1030 00:49:34,480 - > 00:49:36,960 there I mean will it be normalized at some point? 1031 00:49:37,119 - > 00:49:38,960 SPEAKER_03: I mean we used to have a CEO who was the chief 1032 00:49:38,960 - > 00:49:41,280 electrical officer because people didn't know what to do 1033 00:49:41,280 - > 00:49:41,920 with electricity. 1034 00:49:42,000 - > 00:49:44,800 You know someone to say we can work late oh we never thought 1035 00:49:44,800 - > 00:49:47,599 about doing that before so you know it seems crazy to us now 1036 00:49:47,679 - > 00:49:50,400 but they were business decisions that had to be made. 1037 00:49:50,639 - > 00:49:53,760 Okay so uh what one more question and this one's um uh 1038 00:49:54,000 - > 00:49:56,480 been bubbling away what's really interesting I think it was 1039 00:49:56,559 - > 00:49:59,840 engage customer there's an event last week and the conversations 1040 00:50:00,079 - > 00:50:04,159 moved from how do you develop AI to the mess we're making 1041 00:50:04,320 - > 00:50:07,679 implementing AI and of course it was fine until us humans got 1042 00:50:07,679 - > 00:50:10,239 involved again wasn't it for just we just throw that away 1043 00:50:10,400 - > 00:50:14,159 would have been fine but so so my take my question is um how 1044 00:50:14,159 - > 00:50:17,199 are we framing AI in the role of a CX tech? 1045 00:50:17,440 - > 00:50:20,639 I mean is it an an enabler for something we're going to do 1046 00:50:20,639 - > 00:50:24,079 anyway is it accelerating what we're trying to achieve is it 1047 00:50:24,079 - > 00:50:27,199 the game changer is is it a new paradigm we're working towards 1048 00:50:27,360 - > 00:50:29,679 is it as I heard someone describe it's just like 1049 00:50:29,679 - > 00:50:33,360 welcoming a a new colleague with new skills or is it a better 1050 00:50:33,360 - > 00:50:36,960 version than all of us put together I mean just how big how 1051 00:50:36,960 - > 00:50:40,800 important how impactful how do you frame it so uh Keith I'll 1052 00:50:40,880 - > 00:50:43,679 I'll I'll leave you to last because then we can take that 1053 00:50:43,679 - > 00:50:48,079 conversation into your uh your presentation if that's okay. 1054 00:50:48,880 - > 00:50:50,719 So I can come to you first on it then. 1055 00:50:51,119 - > 00:50:52,960 SPEAKER_05: So Chris I agree with everything you're gonna say 1056 00:50:53,039 - > 00:50:55,440 I was going to say that you know this is my own opinion by the 1057 00:50:55,440 - > 00:50:59,679 way um actually you've got to think of um ai as a friend with 1058 00:50:59,679 - > 00:51:03,840 superpowers on steroids thinking of it thinking of it as a as a 1059 00:51:03,840 - > 00:51:06,960 point solution to you know solve one bit of something or another 1060 00:51:06,960 - > 00:51:10,079 bit of something else isn't the right way to look at things. 1061 00:51:10,639 - > 00:51:14,000 The way I think of it is it's it's an intelligence layer um 1062 00:51:14,000 - > 00:51:17,039 that kind of sits across every customer touch point. 1063 00:51:17,920 - > 00:51:21,119 And it allows you to kind of sense and recognize patterns and 1064 00:51:21,119 - > 00:51:24,159 allows you you know an organization to react and learn 1065 00:51:24,159 - > 00:51:28,159 in real time um to then be able to obviously do what needs to be 1066 00:51:28,159 - > 00:51:31,519 done to kind of um you know be predictive in terms of what 1067 00:51:31,519 - > 00:51:32,000 needs to be done. 1068 00:51:32,320 - > 00:51:35,760 Gone is the age of where you know you have to wait for things 1069 00:51:35,760 - > 00:51:37,679 to happen before you act. 1070 00:51:38,000 - > 00:51:42,480 SPEAKER_03: I think it's all about um being able to do or 1071 00:51:42,480 - > 00:51:47,119 take a decision in the now brilliant brilliant excellent a 1072 00:51:47,119 - > 00:51:49,920 really pragmatic approach there and I guess that's born of you 1073 00:51:49,920 - > 00:51:53,360 know you're working with this on a day-to-day basis so uh you can 1074 00:51:53,360 - > 00:51:56,159 see the the fame and the fear that's kind of involved with it. 1075 00:51:56,239 - > 00:51:57,840 So great thanks ever so much there. 1076 00:51:58,079 - > 00:51:59,920 Maybe what's your take on this? 1077 00:52:00,159 - > 00:52:02,719 SPEAKER_00: Yeah so each of the points you made about AI there I 1078 00:52:02,719 - > 00:52:04,639 would say yes to them all like it's going to be a better 1079 00:52:04,639 - > 00:52:07,039 enabler all the different things you said it's yes absolutely 1080 00:52:07,119 - > 00:52:10,480 across the board but absolutely what as Frederico said I've got 1081 00:52:10,480 - > 00:52:13,760 a I've got a great sort of um theory about it not a great 1082 00:52:13,760 - > 00:52:17,760 theory but like a a position on it and it's just asking a 1083 00:52:17,920 - > 00:52:21,199 question does AI know how you feel and if I was to ask you 1084 00:52:21,199 - > 00:52:24,320 that honestly the answer is no like it's a binary question. 1085 00:52:24,480 - > 00:52:27,360 AI can definitely make inferences around how you feel 1086 00:52:27,440 - > 00:52:30,559 and you know make judgments based on the time of the call 1087 00:52:30,559 - > 00:52:33,199 and the sentiment in your voice but it doesn't the only person 1088 00:52:33,199 - > 00:52:35,039 who knows how you feel is you. 1089 00:52:35,199 - > 00:52:38,000 And in order to extract that you need to have a human element 1090 00:52:38,079 - > 00:52:40,880 when you're capturing feedback for sure with our platform it's 1091 00:52:40,880 - > 00:52:43,360 always brilliant and it's disrespectful not to bring the 1092 00:52:43,360 - > 00:52:44,719 customer into the conversation. 1093 00:52:44,880 - > 00:52:48,480 So if as companies go headlong into investing into AI and 1094 00:52:48,480 - > 00:52:51,119 they're putting all this capital into AI which is great and it's 1095 00:52:51,119 - > 00:52:53,599 going to make life seamless and more easy for everyone brilliant 1096 00:52:53,679 - > 00:52:57,039 uh and obviously there's gonna be challenges along the way but 1097 00:52:57,039 - > 00:53:00,000 I expect AI is going to really be a massive game changer in 1098 00:53:00,000 - > 00:53:00,719 many ways. 1099 00:53:00,960 - > 00:53:03,760 But you should not you know invest in AI at the expense of 1100 00:53:03,760 - > 00:53:04,400 customer experience. 1101 00:53:04,480 - > 00:53:06,880 So you need to ask the customer just as you measure agent 1102 00:53:06,960 - > 00:53:09,760 performance measure bot performance you know measure how 1103 00:53:09,760 - > 00:53:13,840 the the bot is doing and and really understand you know the 1104 00:53:13,840 - > 00:53:16,400 impact that AI is having on customer experience. 1105 00:53:16,639 - > 00:53:20,239 And I I think it's a fascinating you know I heard some sort of 1106 00:53:20,239 - > 00:53:22,880 analogy there recently or not analogy I heard some sort of 1107 00:53:22,880 - > 00:53:26,239 statistic recently sorry where whereby it said that in contact 1108 00:53:26,239 - > 00:53:29,119 centers for example in that in that domain 800 billion a year 1109 00:53:29,119 - > 00:53:34,320 is spent so including people technology um and infrastructure 1110 00:53:34,559 - > 00:53:36,960 like locations all that type of thing something like that. 1111 00:53:37,119 - > 00:53:39,840 However they reckon in a couple of years that's like five or six 1112 00:53:39,840 - > 00:53:43,039 years going to go down to 600 billion the money spent on 1113 00:53:43,039 - > 00:53:45,679 people is going to shrink massively but the money spent on 1114 00:53:45,679 - > 00:53:50,480 technology is going to increase so technology something like 80 1115 00:53:50,480 - > 00:53:52,800 billion of the 800 billion has been spent on tech that's going 1116 00:53:52,800 - > 00:53:56,400 to increase to 120 140 billion the number of money spent on 1117 00:53:56,400 - > 00:53:58,960 people is going to decrease uh but the overall amount of money 1118 00:53:58,960 - > 00:54:01,280 that's going to be spent to to service customers is going to go 1119 00:54:01,280 - > 00:54:04,960 down significantly so there's huge opportunities but just be 1120 00:54:04,960 - > 00:54:08,960 careful that to be be responsible how you invest in AI 1121 00:54:09,039 - > 00:54:11,679 and then understand that the only person who understands how 1122 00:54:11,679 - > 00:54:14,400 we feel really is ourselves and that's never going to change. 1123 00:54:14,559 - > 00:54:16,239 SPEAKER_03: Yeah that's a really good perspective on it. 1124 00:54:16,400 - > 00:54:18,639 Keith before I come on to you I'm gonna set you a high bar 1125 00:54:18,639 - > 00:54:22,400 here we have had so far POM-centric from Trend and we've 1126 00:54:22,400 - > 00:54:24,000 had FUD from Agam. 1127 00:54:24,079 - > 00:54:26,960 I mean we've really you know the vocab's been amazing here today 1128 00:54:27,039 - > 00:54:30,239 so uh I'm expecting you to leave me with something of equal 1129 00:54:30,239 - > 00:54:34,400 quality if that's okay when I ask you how do you frame uh AI 1130 00:54:34,400 - > 00:54:35,039 and CX? 1131 00:54:35,360 - > 00:54:37,840 SPEAKER_06: Uh wow whether it's equal quality I don't know but 1132 00:54:37,840 - > 00:54:43,599 uh it as I see it it's evolutionary revolution that 1133 00:54:43,599 - > 00:54:46,719 want to do what's it uh and the reason I see it that way is 1134 00:54:47,039 - > 00:54:49,760 because today and we create the framework to help customers 1135 00:54:49,760 - > 00:54:52,639 understand where they are levels of experience orchestration but 1136 00:54:52,639 - > 00:54:54,559 also to understand where the industry is. 1137 00:54:55,039 - > 00:54:58,000 There's five levels in that customers mark themselves in 1138 00:54:58,000 - > 00:55:00,079 terms of where they are in their maturity on that all the way up 1139 00:55:00,079 - > 00:55:03,119 to level five which the industry is not at yet in five to ten 1140 00:55:03,280 - > 00:55:04,159 years time it will. 1141 00:55:04,400 - > 00:55:08,639 So transitioning you know you want to speak to a human uh and 1142 00:55:08,639 - > 00:55:11,599 you want to feel empathy in five to ten years time it will 1143 00:55:11,840 - > 00:55:14,559 probable and probability the case that actually you won't 1144 00:55:14,559 - > 00:55:18,159 even know the difference if AI is going the trajectory 1145 00:55:18,159 - > 00:55:20,320 following the trajectory is in the following. 1146 00:55:20,800 - > 00:55:24,320 But today we're kind of setting it up as an evolution in the 1147 00:55:24,320 - > 00:55:28,559 sense of how you're evolving those services over time and 1148 00:55:28,559 - > 00:55:31,440 you're using maybe more augmentation than anything else 1149 00:55:31,519 - > 00:55:34,960 rather than complete replacement using it to gather information 1150 00:55:34,960 - > 00:55:38,159 quickly and data the supplementary capability is 1151 00:55:38,400 - > 00:55:42,159 assisting in many cases and the level of what you can automate 1152 00:55:42,159 - > 00:55:43,199 is increasing all the time. 1153 00:55:43,280 - > 00:55:46,800 So if you look longer term, you know the industry is we approach 1154 00:55:46,880 - > 00:55:50,480 it as kind of a level four and I but level five is where 95% of 1155 00:55:50,480 - > 00:55:53,519 your interactions could be handled by by a virtual agent 1156 00:55:53,760 - > 00:55:54,159 source. 1157 00:55:54,400 - > 00:55:57,199 So that's how we kind of see it and how it's evolving. 1158 00:55:57,360 - > 00:56:01,599 So back to your question is it the game changer is evolving 1159 00:56:01,599 - > 00:56:05,440 into one very very quickly and if it already isn't one now and 1160 00:56:05,440 - > 00:56:09,119 in five to ten years time we'll look back and go, yeah, if we 1161 00:56:09,119 - > 00:56:12,480 look back five to ten years ago this is completely different. 1162 00:56:12,639 - > 00:56:15,920 SPEAKER_03: So right so I've got one last question and kind of 1163 00:56:16,000 - > 00:56:18,400 it's been bubbling away as a topic all throughout the the the 1164 00:56:18,400 - > 00:56:21,519 course of today so it won't be surprised it's here how we're 1165 00:56:21,519 - > 00:56:23,679 going to frame AI in CX tech. 1166 00:56:24,000 - > 00:56:26,159 So I've got a number of different descriptions I've 1167 00:56:26,159 - > 00:56:29,440 collected just from certain LinkedIn posts people describing 1168 00:56:29,679 - > 00:56:34,079 AI in CX tech in a different way so just get your take on which 1169 00:56:34,079 - > 00:56:37,599 of these feels the most appropriate description and then 1170 00:56:37,920 - > 00:56:40,719 you know just a final point on how's it going to change the way 1171 00:56:40,719 - > 00:56:41,199 we work. 1172 00:56:41,360 - > 00:56:44,000 So is it an enabler for what we do? 1173 00:56:44,159 - > 00:56:47,039 Is it an accelerant is it just speeding up what we're gonna do 1174 00:56:47,039 - > 00:56:50,719 anyway is it genuinely a game changer and the future look very 1175 00:56:50,719 - > 00:56:54,239 different um do we treat it as just like a new colleague 1176 00:56:54,239 - > 00:56:57,039 joining the team who brings complementary skills to what we 1177 00:56:57,039 - > 00:57:00,320 have or is it a better solution than all of us kind of put 1178 00:57:00,320 - > 00:57:03,920 together so uh let's come uh come back to you Frederico on 1179 00:57:03,920 - > 00:57:06,960 this one how how do we frame AI in CX Tech? 1180 00:57:07,519 - > 00:57:09,920 SPEAKER_02: Well an easy question to close the day uh 1181 00:57:10,079 - > 00:57:16,719 Christopher first of all I mean that there are two aspects uh 1182 00:57:16,960 - > 00:57:22,079 using artificial intelligence to serve uh uh customers in terms 1183 00:57:22,079 - > 00:57:26,239 of uh you know clients uh and this is uh a very important 1184 00:57:26,480 - > 00:57:32,159 aspect second is uh using uh uh artificial intelligence uh in 1185 00:57:32,159 - > 00:57:35,199 our customer experience management process so in the 1186 00:57:35,199 - > 00:57:40,559 customer experience management process of my clients and um it 1187 00:57:40,639 - > 00:57:46,480 it you know it at the end of the day we need to be careful um to 1188 00:57:46,719 - > 00:57:51,760 not uh overestimate what artificial intelligence can do 1189 00:57:51,920 - > 00:57:56,000 uh you know in our fields because of course we have large 1190 00:57:56,000 - > 00:58:01,440 language models uh but they are full of hallucinations uh they 1191 00:58:01,599 - > 00:58:05,840 need to be set up uh in a certain way uh for instance uh 1192 00:58:06,079 - > 00:58:10,239 now there is uh you know a big hype uh in the in the agentic 1193 00:58:10,400 - > 00:58:15,840 and in the agents uh area but uh slowly they discover that also 1194 00:58:15,840 - > 00:58:20,480 the agents can become stupid so it it's it's really you know 1195 00:58:20,800 - > 00:58:24,880 something uh uh where we have to pay attention my my point of 1196 00:58:24,880 - > 00:58:29,599 view is it's a very important tool is something that uh uh 1197 00:58:29,840 - > 00:58:33,440 will change for sure what we will what we are doing and what 1198 00:58:33,440 - > 00:58:38,000 we are uh we will do in the future but the human component 1199 00:58:38,000 - > 00:58:42,079 is extremely important it's always extremely important and 1200 00:58:42,559 - > 00:58:48,719 um we need um unless you know we apply artificial intelligence to 1201 00:58:48,719 - > 00:58:54,320 extremely repetitive tasks that don't require uh you know uh a 1202 00:58:54,320 - > 00:58:58,239 lot of attention and things like that they always need to be 1203 00:58:58,239 - > 00:59:02,960 supervised by humans and and that control the quality so in 1204 00:59:02,960 - > 00:59:08,239 in my opinion uh you know there was a um a false hope at the 1205 00:59:08,239 - > 00:59:12,079 beginning that said okay now is artificial intelligence doing 1206 00:59:12,079 - > 00:59:15,840 everything agents will do everything by themselves uh and 1207 00:59:15,840 - > 00:59:20,320 and they work independently i think that uh you know if you if 1208 00:59:20,320 - > 00:59:24,400 you see the figures now out of uh the you know the proof of 1209 00:59:24,400 - > 00:59:28,000 concept that have been done uh and uh and and basically the 1210 00:59:28,000 - > 00:59:31,599 projects that uh have been done for instance i can bring you an 1211 00:59:31,599 - > 00:59:35,360 example an agents an artificial intelligence agents at mc 1212 00:59:35,360 - > 00:59:39,440 mcdonald is public this information basically order uh 1213 00:59:39,440 - > 00:59:45,199 uh 285 uh chicken meg nuggets for one person because he did uh 1214 00:59:45,199 - > 00:59:49,679 he did an error so these these explain uh explain everything so 1215 00:59:49,760 - > 00:59:53,920 the human component and the human uh supervision uh uh is 1216 00:59:53,920 - > 00:59:59,440 extremely important of course is uh uh the tool is an enabler he 1217 00:59:59,440 - > 01:00:04,480 is it helps us is a kind of junior uh let's say junior uh 1218 01:00:04,480 - > 01:00:10,880 member of the team but uh please don't copy and paste because you 1219 01:00:10,880 - > 01:00:14,719 need to read what is I think my uh my elder son would look at 1220 01:00:14,719 - > 01:00:16,960 that as a loyalty bonus from McDonald's I think he'd manage 1221 01:00:17,039 - > 01:00:19,360 his way through it and then come back down the gym he'd he'd like 1222 01:00:19,360 - > 01:00:22,000 that I think but Riga that that's awesome thanks ever so 1223 01:00:22,000 - > 01:00:24,480 much and uh you know I I know that this is a world in which 1224 01:00:24,480 - > 01:00:27,599 you've inhibited for for many years so there's a there's a 1225 01:00:27,599 - > 01:00:31,360 wide head there uh sharing a certain appreciation of it well 1226 01:00:31,679 - > 01:00:34,800 guys um I appreciate the the time you've given here and you 1227 01:00:34,800 - > 01:00:38,000 know we've squeezed as much out of you as we possibly can so 1228 01:00:38,239 - > 01:00:41,440 really well done on taking those questions and uh and and got 1229 01:00:41,440 - > 01:00:44,559 kind of really honest and and sincere answers and I think kind 1230 01:00:44,559 - > 01:00:47,599 of you know at the end of the day when you're leading CX tech 1231 01:00:47,840 - > 01:00:52,400 companies that's what people still buy into is that integrity 1232 01:00:52,639 - > 01:00:55,519 and uh you two have demonstrated that in the way that you've 1233 01:00:55,519 - > 01:00:56,480 shared your information. 1234 01:00:56,639 - > 01:00:57,840 SPEAKER_03: So I thank you very much. 1235 01:00:58,000 - > 01:01:01,599 I thank you for both being a part of our inaugural CX tech 1236 01:01:01,920 - > 01:01:05,920 demo day um we're hoping this is the first of of many. 1237 01:01:06,400 - > 01:01:09,760 But uh and we hope that you know you we've shared a new audience 1238 01:01:09,920 - > 01:01:12,719 uh for you and they can kind of hear about what you're doing 1239 01:01:12,800 - > 01:01:16,239 because you know there are so many um brilliant CX tech 1240 01:01:16,480 - > 01:01:21,519 providers in this this this space and sometimes there's uh 1241 01:01:21,599 - > 01:01:25,519 um you'll be a bit a bit crowded by one or two who kind of take 1242 01:01:25,519 - > 01:01:28,719 all the limelight so it's great to be able to uh provide an 1243 01:01:28,719 - > 01:01:33,199 opportunity to more so David Federico uh thank you both very 1244 01:01:33,199 - > 01:01:37,440 much and enjoy your your evening and uh we'll speak again soon no 1245 01:01:37,440 - > 01:01:41,039 doubt thank you very much everyone and um yeah lovely 1246 01:01:41,199 - > 01:01:44,719 please feel free to connect and uh please do yeah find David and 1247 01:01:44,719 - > 01:01:48,239 Federico on uh LinkedIn as well as through their company 1248 01:01:48,239 - > 01:01:51,679 websites the X index and uh tensive so do get in contact 1249 01:01:51,679 - > 01:01:54,400 with them and if you want to hear what they said earlier on 1250 01:01:54,400 - > 01:01:57,760 their demonstrations then the QR code will be flashed up again. 1251 01:01:57,840 - > 01:02:00,960 You need to register and you'll get access to the uh the 1252 01:02:00,960 - > 01:02:03,440 demonstrations they provided earlier as well.