Bridgett Rousselle 33 min

Customer-Centric Solutions: Driving Excellence with Bridgett Rousselle


In this episode of the Aftermarket Champions Podcast, host Vivek Joshi interviews Bridgett Rousselle, Global Lifecycle Business Automation Leader at Xylem. Bridgett delves into the pivotal role of service and aftermarket solutions within the water industry, emphasizing their significance throughout the customer journey. She highlights the necessity for seamless collaboration across different functions within a company to ensure comprehensive service delivery that meets and exceeds customer expectations. Bridgett also explores the essential mindset required for achieving service excellence, advocating for innovation, customer-centricity, and a culture of continuous improvement. Drawing from her global experience, she underscores the importance of balancing global strategies with an acute awareness of local nuances, enabling companies to adapt their services effectively across diverse markets. Throughout the conversation, Bridgett stresses the importance of ongoing learning and development within the industry. She emphasizes continuous education as essential for staying ahead of industry trends and evolving customer needs, driving innovation and sustainable growth. Bridgett concludes by highlighting the transformative impact of a proactive mindset and collaborative approach in establishing leadership in service provision. She encourages industry professionals to embrace change, foster internal cohesion, and prioritize customer-centric strategies to achieve and maintain success in the dynamic water industry landscape.



0:00

[MUSIC]

0:07

>> Okay. Good afternoon, everybody.

0:09

This is Vivek Joshi, founder and CEO of Entital,

0:12

and a host of our aftermarket champions podcast.

0:15

I'm excited to welcome our latest guest today,

0:18

Bridget Russell from Xylem.

0:20

Bridget is the global lifecycle business automation leader.

0:25

Bridget, I think I put you on that,

0:26

but I think that's approximately right.

0:28

For the services business, Bridget joins us from Montreal, Canada,

0:33

but she has a global role and she's a global writer.

0:36

I think shortly after she finishes this podcast in the next few days,

0:39

she's off on a long John Thracia.

0:41

So with that, Bridget, welcome to the show.

0:44

Thank you for joining us today and

0:46

love to hear a little bit about your story now.

0:48

Help us understand a little bit about Xylem,

0:51

a little bit about the role you're playing today and how you got here.

0:55

Bonjour. Hello, Vivek.

0:58

Thank you. Thank you for the opportunity.

1:01

This is great.

1:03

Yes, I'm excited about this discussion in around aftermarket and service.

1:10

As you mentioned, I'm actually located in Montreal, Canada.

1:15

I'm currently with Xylem Global.

1:20

Xylem is a water company.

1:25

We solve water, like our slogan says.

1:28

So we do manufacture, distribute, and service our customer,

1:32

whatever, in different business segments or market,

1:36

if you want to say, municipal application, industrial, commercial,

1:41

and even residential to the transport of water to treating it and

1:47

making sure that we have drinkable water in the world,

1:52

but also making sure that we treat it so we maintain it across our globe.

1:58

Right?

2:00

A little bit of background, I guess.

2:02

I've been with Xylem for maybe now nine years.

2:06

I had the opportunity with Xylem specifically to own different roles,

2:12

and I know we're probably going to talk about that a little bit more,

2:15

but I had the opportunity to touch a lot of different functions

2:21

with the company, which is what's great.

2:24

I'm very curious as nature, so it helped me broaden my experience

2:30

and skill set even within Xylem.

2:32

So I've been working with the operation, customer service, sales, aftermarket,

2:39

the lifecycle, and different strategic project throughout North America and

2:45

globally,

2:46

which that's kind of been.

2:47

But even before Xylem, I guess my background, ironically, I studied psychology,

2:54

but I think that's why I'm here today because it took me a while to realize,

3:00

but psychology means people and people means service.

3:04

So I think when you look at my journey, everything aligns,

3:08

but I would have thought of that when I was starting my career or my study.

3:14

But I always been from even a child attracted to business and service.

3:21

And I hold different jobs while I went to my studies,

3:26

from a gas station to restaurants, but it always been in a milieu,

3:32

if you want to say, within where I would service people in a different facet.

3:37

And I guess that led me to where I'm at today.

3:42

So even before Xylem, always been in an industrial mindset.

3:47

My father used to say, I used to blame him for that because I said,

3:50

I'm not in Gucci or shoes or even though I'm in door,

3:57

I'm always seemed to be attracted by industrial,

4:02

where there's an operation, where there's a purpose when we fabricate something

4:07

and service it.

4:09

From tire industry to pulp and paper and mining.

4:13

And so I think the whole combination of that is what makes Spritchett today,

4:20

and that's why we're here, I guess.

4:22

It's actually interesting.

4:23

You said two different things, maybe three different things.

4:26

You said you said in psychology, you were just about people.

4:29

I can't tell you how many of my guests have referred to their early experiences

4:34

being around people as really a hallmark, one of the almost foundational

4:39

experiences of the career.

4:40

That's point number one.

4:42

Point number two, I actually noticed I thought you primarily spent time in

4:45

sales and service,

4:46

Richard, but I also noticed you were an operations manager in a factory.

4:49

So I'm going in the past, that's all about people.

4:52

I mean, people are different, as we say, shape sizes and stripes on all

4:55

different things.

4:56

How does it translate to service?

5:01

I mean, you said that by service, I clearly get that, but how does it translate

5:05

to service?

5:06

And is that what really kind of gets you excited about service and the role you

5:10

're playing today?

5:10

I think so, because service for me, even in my personal life, is something I

5:17

pay attention to.

5:18

And I think service is the core of everything we do, right? Personally or

5:23

professionally.

5:25

And even when we fabricate products for companies, we fabricate product based

5:33

on the service and

5:34

the knowledge we get from the service and the needs we get from service and

5:39

from the customer.

5:40

So everything circles around it. The company is developed or created based on a

5:46

service need.

5:47

So I think that's what attracted to me. And I think service, what I like about

5:53

it,

5:53

is like the, it encompassed the whole customer journey, right? From the time

5:59

they purchase to the time,

6:01

you know, the invoice, and we keep repeating that cycle. And throughout those

6:07

cycles,

6:07

there's different functions and process. And I think being in service touches

6:13

all the aspects

6:15

of the company. So if you're a curious person like me and like to have your

6:19

ends in different

6:20

things and understand the whole cycle of things, then I think that's why I'm

6:25

into service, right?

6:26

Doing one thing for me would have been, maybe to my point, would have been less

6:34

attractive, right?

6:35

Right. It's actually a couple of things you said that I'll pick up in a second,

6:39

but, you know,

6:40

especially you talked about everybody in the company gets involved in service.

6:44

I, you know,

6:44

one of the things we've been talking about it is the fact that I call after

6:50

marketing services,

6:52

actually one of the few "team games" within a company. Everybody has a finger

6:56

in it. It's the

6:57

manufacturing people need to know what's happening in the field of finance

7:00

people, the marketing

7:01

people, sales people, support, you name it. Everybody engineers have to know

7:05

what's going on. So it

7:06

really is a team game to do it right. And I think that's where the people

7:11

aspect that you talked

7:12

about really comes into this thing. Right. So, you know, one thing, if I go

7:16

back to your career,

7:17

and when you look at the progression, I met you when you were the aftermarket

7:21

sales director,

7:22

right? Now, I'm in this global automation leader job, automation and business

7:26

process automation

7:27

job. What led you into the first aftermarket sales job when you're running

7:32

North American,

7:33

I think you're running North American aftermarket sales at one time when you

7:35

met?

7:36

What led you into that job? And then what made Zylam say, "Hey, Bridget, why

7:40

don't you go do this

7:41

global role now?" God, I'd love to understand that. Well, I think it was just a

7:47

natural next step,

7:49

right? I think, you know, like I mentioned throughout my career, I was very

7:55

flexible in the role I hold.

7:57

Always, you know, eager to get into something new and try something new. And I

8:03

think the aftermarket

8:05

was something, you know, new, not new in my career, but new for me to do. And I

8:13

think it was natural,

8:14

because to your point that you mentioned, right, being in operations and sales

8:19

and then customer

8:20

service, I think that vision and that skill set or experience altogether kind

8:26

of creates aftermarket,

8:28

right? So I think it was just a natural progression from experience and

8:34

background, but also, you know,

8:37

wanting to be involved in the customer journey, I guess.

8:42

You know, there's something that you said along the way as well, in addition to

8:46

the involvement in the customer journey, being able to deal with so many

8:50

different people.

8:51

One of the points you made a few minutes ago was that aftermarket is the one

8:57

place within the

8:57

business that you have repeated touches with the customer. It's not just a one

9:01

time you send the

9:02

filtration plan, they set it up or get the big project and be all done, but you

9:06

have to continuously

9:07

be in touch with the customer, your continuous interaction with the customer.

9:11

How does that

9:11

translate itself into how Xylem goes about building out the customer experience

9:16

profile,

9:17

how you personally have kind of played that into your into your own role as Br

9:22

idget, right? If you may,

9:24

because that's a big thing that people forget that service people are the ones

9:28

who are in touch

9:29

with the customer more often than anybody else in the company. Yeah, I always

9:33

make a reference to

9:34

the car dealership. We all own a car at some point or most people, you know,

9:40

have owned a vehicle in

9:42

their lifetime. And I always say it's like, you know, you get the vehicle, you

9:48

know, you purchase it,

9:51

you get a great experience, you know, the person who supports you in that

9:56

purchase,

9:56

you know, will give you all your options. And sometimes it's a quality product,

10:02

right? So,

10:02

you know, and then for like four years, you become friends with your service,

10:09

right? You get,

10:12

you go there every year, you maintenance, you preventive maintenance, you know,

10:17

they give you

10:18

guidance, something's wrong. So I think it's the same. I think, to your point,

10:23

it's a recurring

10:26

relationship. And that relationship is nourished through the process, how we

10:32

approach it, how we

10:33

support our customer, and how we understand them. So knowing, knowing really

10:39

well your customer

10:41

is critical, because that will drive your next product or your next sales or

10:47

your innovation

10:48

projects. It's a accumulation of all that data into one, right? And that's what

10:54

drives you to take

10:56

strategic decisions or put in place new processes. Because at the end of the

11:00

day, it, you know, like

11:02

I said, that same customer is the customer of the whole company, from the

11:08

product development,

11:10

from manufacturing, invoicing, all of that is the same customer. So I think,

11:15

you know, that whole

11:16

journey of repetitive relationship and billing relationship with that customer.

11:22

And when I say

11:22

relationship doesn't mean, hey, hi, bye means relationship on the process, how

11:28

we approach them,

11:28

how we service them, right? And what we offer them, right?

11:32

Yeah, well, it's actually interesting because I've been in and around services

11:36

one, 20 years now,

11:37

right? Maybe 25 years. And I always thought that it is such a

11:41

poorly utilized weapon in customer experience and growth and everything, right?

11:48

It's not just,

11:49

you know, selling services and parts of a career in margin, but that

11:52

relationship is that it's not

11:53

necessarily, hi, Bob, how are you? But it's the ability to develop a superior

11:57

experience for long

11:58

periods of time is what creates massive loyalty and stickiness and, you know,

12:02

future growth. And I

12:03

think people don't, don't quite take it, take it as seriously as they could. I

12:08

think sometimes is

12:09

what I've seen. So I'm glad that I'm glad to hear that as I am and certainly

12:13

you are thinking about

12:14

it that way. I think it's a relationship at the end of the day. And that's

12:18

where my psychology comes

12:20

in. Right? It's a relationship, right? And you mentioned something that made me

12:25

think about loyalty,

12:27

right? Loyalty in the relationship. Well, to be able to have a loyal and long

12:32

standing relationship,

12:34

you need to communicate and understand parties that are involved in that

12:38

relationship. So I think

12:40

I think that's where psychology comes in because a customer, I have a

12:44

relationship with that

12:46

customer and how I maintain it and how I communicate and how I understand the

12:51

needs of that relationship

12:53

and will drive loyalty and long term relationship professionally, right? At the

12:59

same same same

13:00

same concept, right? Absolutely. Absolutely. You know, there's before I switch

13:06

to your job that

13:07

you're doing today, one of the big things that happened in the last 18 months

13:11

was Zilam merged

13:13

with this company called Evocua. And now combined, you guys have a very large

13:18

service business,

13:19

right? Not just North American, but global service business. Can you maybe just

13:24

tell us a little bit

13:24

about how, obviously, it's public information, right? What the Zilam services

13:30

mindset has changed,

13:31

or has it changing, or how is that going to change going forward? I think Zilam

13:37

service has

13:38

always been existing through our 100 years of being Zilam in acquisition and

13:44

becoming Zilam.

13:46

So I think service has always been in the heart of what we do. I think it's

13:53

just going to drive

13:54

the focus even more, right? In making sure that we're aligned with our

13:59

customers' needs.

14:01

Good. It's a big powerhouse now. So switching back a little bit to your current

14:08

job and as it relates

14:10

to the whole aftermarketing service thing, right? So there's a set of

14:13

experiences you

14:14

gain not just in the last few years of the aftermarketing services business,

14:18

but for manufacturing

14:19

our own words. How does that play a role in a current global job? And I think

14:23

this is your first

14:24

real global job, right? So far, you are primarily North American, North

14:28

American center, right? Now,

14:30

this is your first global job. How does that aftermarketing services play in

14:34

your new role,

14:35

and especially as you think about the whole global as a stage?

14:41

So basically, yeah, to your point, I've been involving global project but never

14:45

leading a role,

14:47

you know, officially. But I think it helps in the way that service is service

14:55

no matter where we

14:56

are in the world. And I think it's all about innovation and keeping connected,

15:07

right? I think

15:09

companies that will drive service, it's a company that's adaptable, but also,

15:15

you know,

15:15

is able to drive change, right? And I think the learning, I think it doesn't

15:26

matter where you are,

15:27

I think in the world. I think at the end of the day, and no matter the industry

15:31

, to be honest,

15:33

I think the concept of service is what we should be focusing on, right? And the

15:39

concept of aftermarket,

15:40

and you know, the focus might be different in different companies or the

15:44

priorities.

15:45

But I think the concept of service and aftermarket, no matter what type of

15:50

industry you're in,

15:52

it exists. And if we put a focus on that as a company, every, like I keep

16:01

repeating, but

16:02

every function in the company will be from that, right? But I feel like, like I

16:10

said before, the

16:12

service and aftermarket is part of the heart of the company because I feel like

16:19

it's where it all

16:20

comes in, right? And that repeated, it's like a repeated inflow, right? And how

16:29

you drive that

16:30

concept throughout the company is what will make it successful.

16:35

So then there's a role that's a global role. It's about business applications,

16:40

business process,

16:41

that's fundamentally what it is. So I've always thought that to do any sort of

16:47

transformation or

16:48

change that you just talked about is people, process and technology. So is that

16:54

kind of how

16:54

you think about a role in terms of people, process of technology, a primary and

16:58

aftermarketing

16:59

services globally? Is that the mandate? Because I think one of the things, you

17:05

know,

17:05

we all have a phone, right? We all have technology in our life in this new

17:11

modern world. I think

17:13

a tool is not sufficient. And sometimes we probably come with the assumption

17:17

that a tool will solve

17:18

for it. A tool is an enabler to what you're trying to achieve, right? And then

17:24

you have a process

17:26

that is supported by that tool, right? And at the end of the day, it's all

17:30

about people again.

17:32

So there's people within the company, your customer are people. And how do you

17:37

harmonize all these

17:39

three things will drive, you know, and that's kind of what my focus is, right?

17:45

Is how, you know,

17:46

what are we trying to solve for, right? And what are the process that we're

17:51

trying to solve for?

17:53

How could that be supported with the tool? And how do we drive that, you know,

17:58

process and tool together to drive change and benefit from those change, right?

18:04

And achieve,

18:05

right, what we're trying to get to in this case, service, right?

18:09

Right. So when you think of this role, and you've said something a few minutes

18:13

ago,

18:13

which is important, which is services service, everybody has to kind of make

18:16

sure they take care

18:17

of the customer. I think the last time I checked, I think there was like, I don

18:22

't know how many

18:23

countries in the emerging markets in Europe, but this is a lot of countries

18:26

across the

18:26

zylon network. What have you, in the last, I guess, six or nine months since

18:31

you've been in this role,

18:32

what has your experience been in terms of the similarities in terms of how

18:37

people do and execute

18:38

and think about service versus the differences? Because there have to be some

18:42

local nuances,

18:43

maybe that people certainly sitting in the US, we don't think about it. What

18:46

have you learned?

18:47

Because I know you've been on the road a lot of visiting all the different,

18:50

yeah, I think what I enjoy mostly about the global role to your point is from a

18:57

business

18:58

standpoint is, under coming to realization that probably 80% of what we do is

19:06

the same,

19:06

is similar, right? But what's different is the people and how we approach it in

19:12

our customers

19:13

and sometimes cultures and in different ways of doing business in different

19:17

countries.

19:19

But I do think 80% of what we do is similar, right? And then I think the beauty

19:25

of the 20%,

19:26

it's learning about each other and the different innovative ideas and then

19:32

being able to scale

19:33

those ideas from one country to another, right? So I don't see the differences

19:40

or the similarities

19:41

as a negative, but he leveraged that to drive even more, right? So when you

19:47

look about it,

19:47

you think about it, 80% of what we do because we're the same in the world, but

19:53

we're located

19:54

in different places. Yes, there might be particularities of service because

19:59

there's a specific need,

20:00

geographically, if you think in a mining industry versus a more city-like, of

20:07

course,

20:08

there's different practices. But I think that's how I see it. It's leveraging

20:13

that 20% difference

20:16

in taking the best ideas from that and scaling it, right? Now, when you think

20:21

of this global

20:21

service role, I know as part of the merger with Zyla and Evoqua, you guys

20:26

created a global

20:27

services head, right? So now we have a global services leader who sits on the

20:30

executive committee

20:31

almost, if you may, reporting to the CEO. That is a new framework, I think, for

20:37

Zyla, right? There

20:38

was not such a strong senior role at the management board, executive level. Is

20:43

that part of the

20:44

change that you guys are doing, which is knitting together all the different

20:48

organizations across

20:48

the world, not just the Evoqua's organization, but across the entire network,

20:54

making it one single

20:56

view to the customers? Is that how you guys are thinking about it as part of

20:59

this change?

21:00

Well, we've always been, since we've been named Zyla becoming one Zyla with

21:06

different products and

21:08

brands and different solutions. So our journey is obviously to be one Zyla for

21:14

customers and

21:15

being able to support them with whatever needs they have in different parts of

21:21

the world and

21:22

different areas of the business. So driving, being one Zyla and being able to

21:30

support the

21:31

customer in time, I think that's the best way to get it.

21:37

Now, when you think about your progression, all the way from the manufacturing

21:42

job to sales

21:43

jobs and our global aftermarket business process leader, if you may, there are

21:49

probably a bunch of

21:49

lessons you learned along the way, right? Clearly, one was people in

21:53

relationships, you talked about.

21:54

One was, I think, I hear about the sameness, which is actually interesting. I

21:58

've always sold

21:58

people like, look, the more companies think they're different there, they're

22:01

more actually the same,

22:02

right? And then in some ways, it reflects it within a company, within a company

22:06

as well.

22:07

Are there other things that you have learned that are important lessons for

22:12

people who might

22:13

be listening to the show, which is really maybe somebody who wants to be in

22:16

your shoes someday,

22:17

somebody who wants to become a global aftermarket leader or even a North

22:21

American aftermarket

22:22

sales leader like you were before this, right? One of the lessons that you can

22:25

kind of share with

22:27

them that might help people think about it as they think about a career

22:31

progression.

22:32

I think it's, don't be scared to try. Try things, try things, try different

22:40

things, be flexible.

22:41

Because I feel like your career is like a construction site, right? You start

22:53

with an idea

22:54

that it doesn't really fit with what it was supposed to be, then you change to

23:00

format,

23:01

then you learn from that, and you keep striving. So I think from a career

23:05

standpoint, I would say,

23:07

don't be scared to try. Not everybody who's in their role knows their job or

23:13

when they started it,

23:14

and have confidence in yourself, right? And what baggage you bring, because

23:22

that's what makes you

23:24

as an individual. I think to be in service, you've got to love what you do. And

23:30

I think

23:31

being close to people, but consistency in innovating and creating, I think is

23:37

where

23:38

service is. I say service is probably anywhere in the business world, but I

23:45

think in the service

23:47

area, people expect what they get from their personal, and as you know, with

23:51

the technology

23:52

today and everything, and the data-driven information, and being able from a

23:57

push of a button to get what

23:59

I need or reach somebody. But at the end of the day, also, there's always

24:03

people, and I think we

24:05

felt it during the COVID season, right? And the episode, that technology was

24:14

very needed, but it's

24:15

also still at the end of the day, we're surfacing an individual, right? And

24:21

yeah, so I would say,

24:23

keep innovating and driving, right? I'm going to ask you a slightly different

24:31

question, but similar

24:32

to that theme in the sense that this question is about what your experiences

24:36

have been in

24:37

terms of common that other people can take. The reason I call this an after

24:43

market champion is

24:43

podcasts for two reasons. One is champions like you as a people who are really

24:47

making sure

24:48

service grows and becomes a bigger deal for everybody and get the best people

24:51

in the business, right?

24:52

It's a huge part of it. But the other part of the aftermarket champions is also

24:56

the fact that

24:57

some companies are better than the others that making service happen. Clearly,

25:01

Zalem,

25:01

both the legacy Zalem and the news Zalem with their vocal has always been a

25:05

service leader.

25:07

You've been in your career, we've been in other places as well, and you

25:09

probably talked

25:10

to other people as well. What's in your experience or what in your assessment

25:15

is what sets

25:16

what I would say champions apart from the others. I mean, what are the

25:20

characteristics of these

25:21

companies that makes them so unique to what I call champions?

25:26

I think it's a mindset. I think it's a mindset. You need to see service in

25:35

every aspect of what

25:36

you do. I think it's a mindset of, hey, if I do this, what impact will it have

25:45

on the next stage?

25:46

I look at the customer's journey, right? And if we do this here, how is that

25:52

going to impact over

25:53

here? And I think another thing is being collaborative. You can't do it alone.

26:01

It needs collaboration

26:03

between the different functions in the business. And I mean, not about

26:08

servicing the customer,

26:10

but I mean about making sure that each one's effort hands off to the other one,

26:17

and that the

26:18

customer's journey is smooth throughout it. But I think really what sets a

26:24

champion is,

26:27

I think it's truly a mindset and being able to drive that creativity behind

26:35

finding ways.

26:37

When I say good customer service or good aftermarket or good service, sometimes

26:46

it doesn't mean we

26:46

always say yes, or we always have the answer. But it's important to capture the

26:53

need and making

26:54

sure we solve for it, right? In some way. So I think having that mindset sets

27:01

something off,

27:02

right? Seeing the whole life cycle of the customer journey.

27:06

And I think there's both the things you said are really important. I think the

27:09

mindset is important,

27:10

and it manifests itself in the way the company constructs the services business

27:15

and the team,

27:15

and so on and so forth. And the other part is actually a lot of people forget,

27:19

it's this collaborative across multiple functions and not just functions, but

27:22

even their

27:23

channel partners maybe, right? And I always have always said this to people, I

27:27

say, look,

27:28

aftermarketing services, the team game, people forget that. You have to have so

27:32

many different

27:32

people involved in it, right? And making all that work with the right mindset

27:36

is important.

27:36

So I think that's been really something that's actually good to hear from you

27:40

in terms of

27:41

how people and certainly what you think is a difference. Yeah, because now,

27:46

sorry, go ahead.

27:47

No, because I think when you think about it, right, the technician in the field

27:51

, the person on the

27:52

phone, the salesperson or the per the account, everybody brings value to that

28:00

customer.

28:01

It's a collaboration of all that, right? That drives that relationship or that.

28:05

I think that's kind of an understated secret again that people don't take

28:11

advantage of in terms of

28:12

doing it. There's one thing that I look at also and I think about Xylem, your

28:17

role, and

28:19

as a role model for other people who are looking to become a senior global

28:23

business leader,

28:24

we talked about people and relationships. We talked about mindset. We talked

28:29

about collaboration,

28:30

right, across multiple functions. We talked about, I think you said something

28:33

interesting a few

28:34

minutes ago, which is your job is like a construction site, which is nothing

28:39

you've ever complete,

28:40

because you almost always come in with a blank slate. Almost nobody's done that

28:43

job there

28:43

in for the first time. So it's always this learning mindset. Those are actually

28:48

quite

28:48

important lessons, I think, for people to take away. I was talking to one of my

28:54

one of my other guests the other day, and he said something that you also said

28:58

at the beginning of

28:59

the conversation, which is, "Disability to continuously and repeatedly stay in

29:04

touch with

29:04

your customer is also a part of it." How do you get people to kind of do that?

29:11

How do you

29:11

make sure people understand that this repeated touch, continuous touch, is

29:16

something that should be

29:17

championed and cherished, because I don't see that happen all the time. Because

29:22

that's the last piece

29:23

that I think you mentioned also to me. I think there's different ways to go

29:28

about it depending

29:29

on the company's approach. I think it could be simple by getting everybody in

29:34

one room on a

29:35

monthly basis and share their experience within their, as basic as that, and

29:41

getting everybody in

29:43

the room sharing their experience throughout the month with their reality with

29:50

customers.

29:51

There's all the SLEE surveys and transactional NPS core surveys. There's also

30:00

general

30:01

case stories that we go, but there's also platforms or tools that helps us to

30:09

identify patterns.

30:12

We always think about a company sometimes through numbers and it's normal at

30:19

the end of the day,

30:20

but it's a combination of those different information. I think that keeps us,

30:26

and tells us where to go and when to get in touch with the customer.

30:30

I think that's important. I think that's the keeping people reminded of all

30:34

this stuff is important.

30:37

Bridget, I always like to end these interviews with my favorite question. I'm a

30:42

big fan of

30:42

podcasts and there's one particular podcast I listen to hosted by the gentleman

30:46

called Diarras.

30:47

He always asks this question. If you look at your career, look at where you are

30:51

today,

30:51

how much of it do you say is luck? How much of it say this because you're

30:56

amazingly good?

30:56

I always like to ask a question to people because I'm a fascinating question.

31:04

Well, I think it's a little bit of both. I think being flexible and open and

31:13

trying different

31:14

things and curious, I think brought me to this place, being uncomfortable.

31:22

I think being in the right place at the right time, also probably. I've been

31:30

cherished throughout

31:32

my career. I had good mentor, good leaders that believed in me and allowed me

31:37

to grow.

31:38

I think it's a little bit about, but if I can get, I guess always had an

31:47

innovative mindset

31:48

and not be scared. I think that drove me to where I am. Having a little bit of

31:58

that perseverance

32:01

character, I guess, that would be one of the skillset. I think it's a little

32:05

bit about

32:06

some is luck being in the right place at the right time, having the right

32:10

people see at this time.

32:12

But if I could give advice on the final note, don't assume people see what you

32:17

do.

32:17

Make sure that you show it in a humble way, in a respectful way. But don't be

32:26

scared to come

32:27

forward with ideas. That's such an important advice. You can't be a poorly kept

32:33

secret all the time.

32:34

It doesn't help anybody. That's great. I think I love that answer. That's

32:41

exactly how I think

32:42

about how people have said this to me. Luck gets you some places and open doors

32:47

for you. But what

32:48

you do with it is all within your control and how you take advantage of the

32:51

opportunity to get to

32:53

what you've read. They say you create your luck in some sense. This is a great

33:01

conversation.

33:01

I think the points you discussed are you mentioned exactly how I think about it

33:05

. There's people

33:06

in relationships. It's continuity. It's a curiosity. It's a learning mindset.

33:12

All those things that

33:13

matter eventually that comes down to all these things is what people get it. I

33:17

think making

33:18

the mindset of service is so important in the business because then you start

33:22

making the

33:23

company change happen once you start putting these things. So this has been a

33:26

really, really good

33:26

conversation. I really appreciate your time. Did you bridge it? Thank you so

33:30

much for that. I think

33:31

our listeners are going to have a really good time listening to them and

33:34

learning much from what

33:35

our conversation is about. Thank you. Thank you.

33:42

Thank you.