Support department neil's vision

© 2013 Health Catalyst | www.healthcatalyst.com© 2013 Health Catalyst | www.healthcatalyst.com

What would make taking this job fun and exciting

Support Department Vision

© 2013 Health Catalyst | www.healthcatalyst.com

● The real value of support is the revenue it protects and creates

● Support is NOT a Cost Center (i.e. the notion that we need support as long as our product is not

perfect)

● Support is NOT a Profit Center• Obviously we want to be profitable, but not at the expense of quality

• Focus first on quality and customer retention, and we’ll be profitable

● Support is not a Standalone silo (i.e. support is the key to the overall business strategy that

focuses on the customer experience and customer loyalty)

● Support is marketing and sales (i.e. The brand isn’t what we say it is, it’s what our clients say)

● Loyalty is the best predictor of profitability

● Support needs to be a learning organization NOT a reactive organization

● Support cannot be successful without the right tools and metrics in place

● Customer Support is Customer Service (i.e. includes assistance in planning, installation, training,

trouble shooting, maintenance, upgrading, and disposal of products)

● Best and most efficient support is self support

2

What Is Support?

© 2013 Health Catalyst | www.healthcatalyst.com3

Catalyst Experience

Catalyst Platform (Core Architecture & Philosophy)

Sales

Product Development

Core Architecture

Core Applications

Analytical Applications

Softw

are D

evelopment

Client Operations

Education

Strategy

Operations

Support & Services


Support Department Requirements• Know all products well enough to support/ maintain and demo• Build multi-tier support packages

Possibilities• Do technical sales Demos, allow Eric and Russ’s teams to focus more

heavily on development and RFP prep rather than spending time doing demos.

• Be involved in sales and contracting as far as support and maintenance goes.

• Heavy focus on Customer satisfaction and loyalty– Push knowledge transfer so that clients can switch to

subscription model with basic support– When client is happy with support and product,

new SOWs will be signed• Build assessment tool and tie to sales

– Based on assessment, recommend support level during sales– Create education product to strengthen clients in weak areas

Catalyst Experience - Sales


Sales

Product Development

Core Architecture

Core Applications


Softw

are D

evelopment

Client Operations

Education

Strategy

Operations

Support & Services


Support Department Requirements• Know all products well enough to support/ maintain and demo• Provide efficient feedback loop to departments

Possibilities• Develop data driven products that efficiently provide feedback and

follow-up to product departments to make a quick turn around with product fixes and upgrades (requires close interaction and communication with each department on product upgrades and new developments)

• Provide multi-tiered support to clients with connection to each department for back-end questions and deep technical questions

• Create documentation arm that works with product teams/education teams to build up the self service part of the client support.

Catalyst Experience – Product Development


Sales

Product Development

Core Architecture

Core Applications


Softw

are D

evelopment

Client Operations

Education

Strategy

Operations

Support & Services


Support Department Requirements• Know all products well enough to support/ maintain and demo• Build multi-tier support packages

Possibilities• Be involved in client kick-off to get a face with the support team.• Take over training of client teams to create smooth hand-off of questions and

support from Catalyst client team to support team and speed up deployment process. Also allow client team to focus on Analytical applications and SAMs quicker in the deployment process

• Create a swat team that deploys Core Architecture

while client team builds up and preps for SAM work.• Build out client assessment tool and operate

process to determine what level of support is

recommended. Help client move to different tier

level based on each assessment.

Catalyst Experience – Client Engagement


Sales

Product Development

Core Architecture

Core Applications


Softw

are D

evelopment

Client Operations

Education

Strategy

Operations

Support & Services


Support Department Requirements• Know all products well enough to support/ maintain and demo• Build content

Possibilities• Work closely with Education Director to build out Catalyst University and

self-support content for Catalyst/Clients• Create well organized process to teach clients how to fish. Educate them

and help them move from a dependency on Catalyst to a maintenance and support level.

• Create forums/online communities for clients and Catalyst to build knowledge database

Create member login portal on healthcatalyst.comfor education and support/maintenance tracking and learning process

Catalyst Experience – Education


Sales

Product Development

Core Architecture

Core Applications


Softw

are D

evelopment

Client Operations

Education

Strategy

Operations

Support & Services


Support Department Requirements• Know all products well enough to support/ maintain and demo

Possibilities• Be less dependent on consulting arm. Look for ways to pull redundant

process into the support department and automate.• Utilize software to track client issues and questions to make our products

more valuable in an automated/efficient way.• Use website extensively to build out online community and loyalty. (i.e.

super users are always loyal to product)• Create incentives for clients to help other clients• Operationalize support to make it a efficient and • Profitable.

Catalyst Experience – Strategy & Operations


Sales

Product Development

Core Architecture

Core Applications


Softw

are D

evelopment

Client Operations

Education

Strategy

Operations

Support & Services


Client Experience

Client

SalesArchitecture

Core

Education

Appl

icati

ons

Support

1) Call center support2) Help them help themselves -online videos, manuals, documentation

3) Community forums -empower client to help each other

4) Training & Education w/ Education Director5) Client Assessments


Potential Organization ChartDirector of …..?

Support Manager Support Documentation Manager Client Engagement

-Manage Call Center & resources-Feedback loop from Clients to Catalyst-Manage forums-Manage client account managers

-Create support documentation/ manuals, videos, etc..-Build content for website-Work closely with Education team

-Manage technical “swat” core installs,-Manage client education/ Client assessment and sales

- Build out teams- Overall strategy- Communicate with Management and department heads.

Rough concept of what the Support Dept. could potentially look like when built out.


● Catalyst has a hole to fill in order to be successful.• Help make Catalyst be the industry leader and a good company.

● Brand new department where there’s really no in-house expert. • There’s autonomy to visualize a successful department and build it.• High risk-high reward• Great chance to learn new skill set and gain good leadership skills

● Will have more interactions with leadership and can learn/counsel from management.

● Will be able to stay close to product development and stay on top of Catalyst knowledge assets and tools.

● Learn something that is not specific to healthcare and will build my resume and keep doors open.

● Will be able to step out of the technical director track where the growth path is more structured.

● Am not traveling as much and will be at home more often.

Pros


● I really enjoy the clinical work and interacting directly with physicians and clinical experts. (probably my biggest hold-up)

● Will need to fill holes in support of clients until teams can get built up (taking calls and being part of a call-center doesn’t sound appealing, but is necessary)

● Won’t get to travel with fun people as often. I enjoy traveling.

● It’s an unknown so it’s more risky.

● Won’t get to lead a client (was really trying to prepare myself for that and would really enjoy that when the time comes).

● All else equal, if both technical director and support manager pay is equal, because I really enjoy the clinical aspect of the work, It’s a harder decision for me to change career growth paths.

Cons


● Support department could potentially be so much more than “Support”

● If I take it, I want to be able to think big and build big (obviously there’s a process and first things first)

● The key to building a successful support department that is a major contributor to the revenue of Catalyst is to be an efficient knowledge organization and not a reactive support organization.

Additional Thoughts

Support department neil's vision

Technology