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In this series we will discuss Contact Center industry trends and best practices, as well as sharing success stories and pain points with some of the most innovative professionals in the industry. Join us as we learn and grow together in order to provide world class customer service to each and every one of our clients.
Dave Hoekstra: Welcome to Working
Smarter, presented by Calabrio where
we discuss contact center industry
trends and best practices, as well
as sharing success stories and pain
points with some of the most innovative
professionals in the industry.
We are glad you're joining us to
learn and grow together in order to
provide world-class customer service
to each and every one of our clients.
My name is Dave Hoekstra, a product
evangelist for Calabrio, and my
guest today is the esteemed Trent.
Ryan, the finalist for S W P, workforce
Management Professional of the year,
but more importantly, Trent is the
manager of W F M Technology at Netflix.
Hoekstra you've heard of this company.
Maybe that's something a company that you
might have run across on a day-to-day.
But we are super excited to have Trent
as part of our overall podcast series
here, and it's great to have you, Trent.
So instead of just Instead
of meandering on for another
hour, let's get right into it.
First of all, how are things,
how was the nomination?
How was that process go for you
and what did it mean to you?
Trent Ryan: Yeah, it meant a lot to me.
I've grew up in the contact center, right?
And so to be recognized for
that work was really great.
It's been my entire professional career
and it was my first time attending
the S w PPP event, which was just
an absolutely fantastic event to
meet people, connect with people and
share stories and best practices with
Dave Hoekstra: folks.
Yeah, it's not often you get to sit down
with 450 other W f m nerds and every
single person you talk to like understands
what we do for a living and why we do it.
And so it's pretty great.
So I wanna start there.
You said you grew up in the
context center industry.
So let's go back.
How did Trent Ryan find himself on this
Trent Ryan: path?
Yeah, absolutely.
My first job actually was selling
computers in high school at a little
company called Best Buy Uhhuh.
And then I took a job a few years
out of college at a entry level
call center job in Minneapolis
where Calabrio is headquartered.
I don't know how everyone
up there does it.
I determined that to be too cold, so I did
two years in the Best Buy contact center.
And then at the time Netflix had just
opened up an office in Salt Lake City,
and so I made the move to Netflix
and I've been there ever since.
So I grew up not only with in the
contact center, but really in the
contact center with Netflix specifically,
which is really special as well.
So were
Dave Hoekstra: you initially, I
don't wanna say just, but just
a, like a customer service agent.
Trent Ryan: Absolutely.
So I was doing technical support over the
phone for Geek Squad at the time Uhhuh.
And you would call in, have issues
with your computer and I would be the
person you spoke with on the phone
trying to connect to it remotely.
Some really interesting call recordings
that are hopefully long gone of, walking
through folks getting connected to,
remote access systems and, That long ago.
It was not a very simpler process
back then, so I'm sure it's
come a long way since then.
In some ways it has,
Dave Hoekstra: We still need
tech support people for that.
So There you go.
Okay, so when you got to Netflix how
did we, did you start in the workforce
management process or was it you were
on the phones and you worked your way
Trent Ryan: into that?
No, so I started in workforce management.
I think I was workforce management
employee number four or five.
In Netflix, very early days,
and I got incredibly lucky.
My first week on the job was when we
were actually standing up our original
workforce management software vendor.
And so that's really where I got my
start on the system side of things,
is I was able to just take all of
that in and learn the ins and outs
of how everything was configured, how
this map to this, and then over the
last, eight years have really just.
Been able to take that one little
more so of knowledge and grow with
it, leaning on peers and industry best
practices to get to where I am today.
Dave Hoekstra: And how have you seen
the workforce management program
at Netflix grow over the years?
What are some of the key initiatives
that maybe you guys have tackled over
the years that have really Im improved
your process and your efficiency.
Trent Ryan: Yeah, absolutely.
I think the big one just from,
Netflix is when I started, we were
in the US Canada, in, in a real
small handful of countries, right?
It was predominantly supported by,
very simple folks in regions with
very simple, scheduling rules.
And as we've expanded we've had to really
understand not only, how do we schedule
in the US but how do we schedule in Europe
and the complexity of the labor laws.
Have just expanded dramatically.
So we've really had to get folks with
local knowledge to be successful and
implementing, best practices that
apply not just to Netflix, but to, that
specific country that we're targeting.
Dave Hoekstra: Now was this pre
streaming or post streaming or during
the implementation of streaming?
This
Trent Ryan: was pre post
streaming, but just post streaming.
So it had been around for a while.
But we had, all of the customer
service was streaming only.
At the time the kind of legacy
DVD business was a separate,
much smaller organization.
Dave Hoekstra: Okay.
So yeah, my mom just recently found out
that the D v D side of the business is is
closing down, and she's a little bummed.
She was still super into receiving,
the six DVDs of Anne, of Green
Gables and and working towards that.
Completing that task.
But it's okay.
We now have better options
for how to do that anymore.
And it's fantastic to see the
overall growth of just Netflix
as a, I mean as the example of,
what a modern company should be.
And it's great to see it.
That includes the workforce
management process.
What I would do is I would ask you,
let's pretend we just met and I'd, and
I really want to understand Netflix's
kind of contact center setup, right?
So what kind of channels what kind
of work do you go through, right?
What kind of volumes do you expect?
Do you work with partners?
Things like that.
Give me the, two minute overview
of how Netflix is set up.
Trent Ryan: Yeah, absolutely.
The conversation I always have first with
folks when they think of Netflix is they
go, wow, you have a customer service team.
Folks don't actually know that.
And I think that speaks
to the product, right?
Generally speaking, folks don't have
issues with the product, but our
channel offerings are dictated by,
Hey, if I'm having an issue, it's
probably when I'm trying to watch tv.
And so we've leaned into, really
real time forms of support, so
that's predominantly voice and chat.
And that was very intentional because,
folks don't want to be, going back and
forth over email, weeks at a time for
support when it comes to their streaming.
They just wanna sit down and watch tv.
One of the changes we did make
though, is when I joined the
entire workforce management team
was based in Salt Lake City.
It was a very small team.
We could just swivel, pivot.
Change things, roll it out very quick.
But as we've grown, we've had
to expand in different markets.
So now the team is, there's a team in the
us, a team in Latin America, a team in
emea, as well as a team in APAC as well.
All part of the same global
workforce management function.
But what's been something we've
really had to be very intentional
about is deciding what things as an
organization, do we want to be globally
aligned, and where do we want to have
regional differences in terms of best
practices and working with partners
or working, procedures, processes,
and just ensuring that's really.
Clearly laid out, and the expectations are
set very clearly because we're not just
in one office building anymore where we
can, turn around and talk to the entire
team, change something on a Tuesday
and have it implemented by a Thursday.
Dave Hoekstra: So you already mentioned,
local labor laws and schedules.
Obviously there's languages across there.
Are there any other examples of kind of
unique challenges that different areas?
We have a.
We have a strongly, predominantly
North American audience here, but
what are some of those unique things
that say a Brazilian Netflix has
to deal with, or somebody in emea.
Trent Ryan: Yeah.
So two things come to mind with that.
One is the forecast, right?
So content varies so
dramatically by region.
We may have a show that's hugely
popular in the US that drives
contact volume that's not popular in
another region, or vice versa, right?
So the contact volume forecast being
very, hyper local and what goes
into that is, is one piece of it.
So let me pause
Dave Hoekstra: other piece.
Let me, yeah, let me pause before you.
So take a show like Squid Game.
That is probably insanely
popular in, Korea, but also
then becomes popular in the us.
Is that, did you guys have a, a
unique and when we say a show becomes
popular what types of is it just
my sis my streaming's not working?
Is it, you're probably not
getting questions like, Hey,
what's this actor's name?
Or things like that.
But, what are, is that the
type of interaction that you
get from those situations?
Trent Ryan: Yeah.
So anytime that there's a
particularly popular show, right?
We see a slight increase in
contact volume is associated.
It's not massive, right?
But it does, tho you know, maybe, there's
an issue with, a particular subtitle
or something on a piece of content.
That sort of thing will pop up and
get to the right folks to get fixed.
Okay.
Dave Hoekstra: And all right.
You said that was point number one.
I, one more follow up on that one is
how closely do you work with the content
part of the, of your organization to
when you find out there's a show that's
going to be particularly popular or not,
how does that influence your forecast?
Trent Ryan: That's one of
the things we have in our
contact volume forecast, right?
Is what the sort of forecasted
popularity of a show is that
drives the contact volume forecast
that we ultimately staff to.
It's one of many factors that we
look in, in the forecast, but it
is one of the pieces of the contact
volume forecast and what is the one
Dave Hoekstra: show that comes to mind?
That's an, that's a good example of that.
Trent Ryan: I'll say it used
to be much more impactful.
Okay.
So when I joined Netflix, right?
There was, at the time I was
joining in the House of Cards era.
Okay.
House of Cards came out.
It was massive.
And there was like one, two
big shows a year, right?
It would be.
This huge event, right?
Our contact, we'd have to
staff up to the contact volume.
Not so much anymore.
We do still see it around holidays, right?
So everyone goes out and gets their,
streaming player of choice for Christmas.
They plug it in, a couple days
after Christmas, and we see, a.
Spike in volume of folks having,
wifi issues, setup issues, whatever
that, looks like in these sort of
one to two weeks after Christmas on
there.
Dave Hoekstra: All right, so sorry
for digging too deep into the
process of it, it's fascinating to
me cuz you know where, what's really
interesting, we very rarely get contact
centers that are like rock stars.
Most of the time it's it's an insurance
contact center or a water utilities
company or something like that.
And these stories are
particularly fascinating.
One of my favorites is, one of the
cable companies we work with and
their story was how before all of the
big boxing fights their volume just.
A hundred x and they
have to deal with that.
And so those are great
stories that come across.
All right, so that was point number one.
What was point number two that
you were going for earlier?
Trent Ryan: Point number two was, and
this was really new to me, coming from
a very US perspective is just tfn.
So toll-free numbers are not prevalent
in every market in the world.
Okay.
We think of us 1 801 8 8.
Just standard practice.
But in a lot of, emerging markets or
just different markets, the expectations
of customers are very different.
Maybe their, telephony providers
actually charged them, really high
fees to call it one 800 number.
So one of the things that we
did is we actually implemented.
VoIP and app calling directly in the app.
Ah-huh.
And that was, many years ago.
I think we were, very early on that, I
know it's somewhat more commonplace today.
But that was, a real new staffing
challenge for us in terms of, do these
contacts have a different a h t right?
Do we need, different sort of measures
in place if, the kid gets a hold of
the phone by mistake and accidentally
hits the, talk to a human button.
Those were all sort of new challenges for
us to figure out when we implemented that.
And I don't think it's something you
would implement in, a us, dominated
customer service experience.
But when you start going global, it's one
of the things you have to think about.
Dave Hoekstra: That's actually honestly
fascinating because I don't think a
lot of people think about the mechanics
of contacting someone by the phone.
It used to be just purely
phone and now we have options.
Did you guys use a particular
technology or did you use
your own technology for that?
In-app?
Calling.
Calling.
Trent Ryan: I am not close enough
to tell you with a hundred percent
certainty that was built out.
Very early in my tenure here at Netflix.
Traditionally though, we do use
a lot of our own, Technology when
it comes to building out, like the
agent experience and our sort of
contact center platforms that we use.
Okay.
Dave Hoekstra: And so example would
that be the, delivery mechanism of their
knowledge base, that kind of stuff?
Is that the kind of thing
you're talking about?
Yeah, it's
Trent Ryan: evolved over the years.
But so the crm a c D.
Knowledge base is an example where that's
currently in-house and we've experimented
with other options over the years, right?
Slightly outside of the
workforce management realm.
But workforce management
actually was one of the few.
It was the first piece of like third
party technology that we implemented
in the contact center and we took
a look at building it ourselves.
Actually.
We came up with sort of a list of
base level requirements and the.
Sheer complexity of what would
have to be built in order to make
that successful was just not, the
juice wasn't worth the squeeze.
We looked at it and said, we
can't really add anything.
New to this space that
other folks have not done.
And that's how we ended up, using third
party tools in workforce management.
And I think we're, on a bit of a journey
as many companies are with implementing
more and more third party tools where
it makes sense into our infrastructure.
Dave Hoekstra: Yeah.
The build versus buy.
Conundrum.
It has always we at Collabreo see it
a lot with organizations that are out
there oh, I, I could build this in Excel.
And generally there are certain things
that you absolutely could build from
database tables and things like that.
And like you said, the hard part is
getting the formulations just right and
it takes a long time to get those right.
And we often see a lot of those
organizations do come back
to us and say, yeah, that.
That wasn't the best idea.
Let's talk again.
And that's what's, that's what's fun
about the journey to enable a lot
of these organizations to do it now.
So let's talk a little bit about the W f
M process that you guys go through right.
From early on in the forecasting
and the different departments.
Kinda walk me through the structure and
the setup of how Netflix approaches,
let's start with forecasting and then move
through the different phases of workforce
Trent Ryan: management.
Yeah, absolutely.
And we can maybe talk about
this as we go as well.
I always joke in our org that
my mission is to get rid of
Excel files and Google sheets.
I just, they're so inefficient.
They serve a place, but anything
that we're generating this Excel
file every week or every month.
My goal.
Is to have, Excel file zero, right?
No Excel files at the end of the day.
And it's a bit of a joke, right?
But be careful
that hits
Dave Hoekstra: the heart of some
of the people that are listening.
I'm sure.
Trent Ryan: I know.
It's so powerful, right?
But if there's an Excel file that
requires, 30 minutes for you to put
together and it's the same 15 steps
every time, why aren't we automating
that and just generating it automatically
and presenting it, to the user, right?
But anyway, to answer your actual
question, and we can talk through
some of these Excel files, we've.
Maybe gotten rid of over the years.
So in the workforce management work, we
have, essentially three main functions.
We have a capacity planning organization,
a scheduling organization, and then an
intraday sort of real-time organization.
And those folks are all
regionalized as well.
Something that is unique is we
actually do not do our forecasts.
On the workforce management side.
We do the short-term forecast,
but we get past the long-term
forecast from our finance org.
Who are, for a multitude of reasons,
just better set up organizationally
to generate a better forecast.
We take that, the capacity planners
take that forecast and generate the
long range staffing requirements.
Those.
Then, going through the chain of workforce
management, they're doing the long range
hiring plans, long range, staffing plans.
Factoring in things like call center
shrinkage, FTE definitions, which vary
dramatically from country to country.
They pass that over to the schedulers.
The schedulers are responsible as the
name would imply for doing the actual
scheduling, but also, giving that feedback
loop to the capacity planners, right?
What is my schedule inflexibility, right?
Because of, labor law, AZ.
In this market, we're actually gonna
have, a 20% or a 10% or a 15%, right?
We've seen these vary dramatically by
hours of operation as well as labor
laws and then, very traditional as well.
The intraday folks are there to really
execute the plan, what's happening
today, tomorrow, this week, and
really drive the performance that
we're targeting for the business.
Dave Hoekstra: So you mentioned,
externally from the WFM tool
that you build the Ferguson.
It's funny because.
We see that a lot.
We see that in a lot of organizations
and I think it also shocks a lot
of organizations like, what do you,
why would you have this tool and
not have it do the work for you?
And I think a lot of it is because there
are so many external factors that go
into a larger organization's forecast.
What are some of those forecasts you
mentioned like potential show popularity.
What are some of the other
key drivers of a forecast?
Trent Ryan: Contact rate.
So we know like customers at different 10
years and their Netflix viewing experience
will contact us at different rates.
Big ones too that are, we talk a lot
about the contact volume forecast, right?
That's what everyone drives to, but we
never talk about the a t forecast, right?
And so we actually in some cases
will, not in all, but in some cases
we'll forecast different ts for
different contact drivers, right?
And so we think there's a contact
volume forecast of, A thousand calls of,
this contact driver, that's actually a
particularly complex call for our agents.
We know we need to increase the
overall a h t forecast, which can
drive the requirements just as much
as, contact volume can as well.
Do
Dave Hoekstra: you know which streaming
devices cause more problems with your your
Trent Ryan: customer base?
That is a fantastic question.
So one of the things at Netflix is we have
a lot of data, so Somewhat I'm sure does.
It's not something we've looked
at in the CS space though, because
it's not very actionable for us.
From a CS perspective.
Dave Hoekstra: Okay.
That was just interesting.
Could you go to Roku and
say, Hey, how many Rokus?
You said, oh no, get
ready for all the calls.
But I dunno this is just where
my brain goes from time to time.
So you've got a lot of handoffs.
In the, in this process.
So are there any real roadblocks that
you've run into or any streamlining
opportunities that you've landed
on that could really help another
Trent Ryan: organization?
One of the things that we used to do so
I don't know the exact number off the top
of my head, but from a capacity planning
standpoint, we do that externally.
And we used to do it in, spreadsheets.
We had It's probably some 50
some odd capacity plans, right?
That we're individually staffing to.
We used to every single month get
the, for the forecast from finance,
load it into a spreadsheet staff to
that, and then provide those headcount
numbers back to finance, right?
For the financial forecast, and
then load them into, Calabrio
for the schedule generation.
And so we've been able to automate that
entire life cycle of the capacity plan.
And so rather than, 50 plus Excel
files having to be sent, three, four
times throughout the whole process,
that just happens automatically.
And then one of the things my
team has been able to do as a
result of that is really provide.
Dashboards to anyone in the business
who wants to view, Hey, what does our
customer service staffing look like?
Projected, service levels look
like for a line of business,
1, 2, 3, 4 in the organization.
Right?
And that's something that's very unique to
Netflix is it's such a culture of openness
that anyone in the organization can come
in and say, Hey, why did I have to wait,
two minutes for my call to be answered?
And they could pull up, in theory,
the customer service staffing for
that week, and they might come ask us
and say, Hey I noticed, you all have,
a one minute wait, two minute wait.
What's going on there?
And so we're able to provide that
not only to CS members, but also just
anyone in the business who needs to
see what's happening with CS staffing.
That's pretty cool.
Dave Hoekstra: Automation is
always something that everybody
is, should be striving for.
And it's great to see that you've
taken these steps to reduce that
complexity and make it so much smoother.
Do does, do any of your, when you guys
would go out and try to identify a third
party solution do any of those, did any of
those solutions really stand out for you?
I noticed you said you at some
point, you, I think you guys used
Twilio Flex as a primary driver.
Any other types of technology out
there that really stand out for
you as drivers to your success?
Trent Ryan: Yeah.
Twilio's is used on the teleph.
I'm not an engineer.
It's used on the telephony delivery side.
And it's been used quite heavily
within our internal tools.
In terms of other things, when we
looked for workforce management
particularly we really wanted something
that was going to be extensible.
And scalable.
And for example, because we build
our own, a c d we have to actually
go out and build that integration.
Ourselves, right?
Yes.
So Netflix builds the integration between
our a C D platform and the collab RT api.
And while it may not have been important
for many folks in the business, because
I'm plugging off the shelf, a ac d into
off the shelf workforce management, for us
that was actually quite critical is that
the, APIs be easily, There to integrate.
Yeah.
On the flip side though, probably
more important for most people
is what does the data warehouse
look like that we can tap into?
Because, to the earlier point, workforce
management is great at reporting.
We can go into workforce management,
see, Skill level, performance
forecast, all that stuff.
But it's all in the workforce
management box, and not everyone in the
organization is going to, wanna log into
the workforce management application.
Sometimes you need to be able
to push that data to them.
I find that
Dave Hoekstra: hard to.
I find that hard to believe.
Everyone wants a piece of W F M.
Trent Ryan: I've made so many logins,
Dave, for folks, and I say, look,
you can just do this yourself.
And they say, no, I want my, Tableau
dashboard, or I want my PDF emailed to me.
So I, we do always have a joke about
that, where, it is there if you want
to go look for it, folks are, set in
their ways in terms of how they want.
The data to be presented to them.
Dave Hoekstra: So if I were to ask you,
so now you spent you spent a week at s w
PPP in Nashville, which was, get to meet
a lot of your peers and a lot of people.
If I were to ask you, what's
one thing that Netflix does
significantly better than other
contact centers that you've run into?
And maybe one thing that, maybe there's
some room for improvement there.
What would you say?
Trent Ryan: Yeah, absolutely.
I think I was really struck by.
Just in terms of the peers that you
know, I met who were there, just how on
top of it all of these organizations are
right in terms of the sophistication of.
Everyone's really there when it
comes to workforce management now
or is on the path to getting there.
And so that was really impressive to see.
Dave Hoekstra: Yeah.
You don't run into a lot of
people that go, gosh, what?
What do you mean by shrinkage?
What do it's man we had people coming up
to ask and ask us, how do I do interval,
interval level shrinkage on a skill-based
team when I have multi-site applications?
And it's wow, these are not things that I
necessarily had to tackle back in the day.
And it's really, yeah the level
of complexity, but also the
level of knowledge is astounding
these days that's out there.
Yeah.
So
Trent Ryan: great.
Great example.
Absolutely.
Something that a lot of folks are
just seem to really have nailed
down and something that I think.
We can always improve on is
just really clear communication
within the team, right?
In terms of we have, multiple team
members in multiple continents.
In multiple countries, right?
And just trying to be really thoughtful
about how do we work asynchronously.
Not everything needs to be a meeting.
And if everything needs to be a
meeting, Someone's always gonna
have a really bad, time zone
meeting at 1:00 AM or 2:00 AM Right?
And so that was an interesting one that
I saw a couple folks really have great
ideas on how do we work effectively,
asynchronously, maybe not, specific to
workforce management, but that was one
takeaway from the conference that I had.
All
Dave Hoekstra: right.
So the final question I would have for
you is, you we talk to a lot of people
on the podcast that have really achieved
the level of success that a lot of
other people have been shooting for.
You included, what are some things that
you might say, maybe one or two tips that
you might give to either an organization
or individual who's maybe a little earlier
in their journey about how you might have
reached reached the level you were at?
Trent Ryan: Yeah.
I appreciate you saying that.
It's very kind and generous of you.
I'm not sure if I entirely agree with
the premise of the question, but I'll
go ahead and answer it for you anyway.
I would say just be
curious constantly, right?
Yeah.
There are so many resources out there.
When I learned workforce management,
I learned by hitting F1 and going
into the help file and just reading
the whole thing front to back, right?
Not literally, Pretty muchly.
Almost literally.
Yep.
Yeah.
And there's so many good resources.
That was one that was available now, but
now there's, LinkedIn groups, community
groups that are available and folks who
are willing to help you just because
they're giant nerds on the topic.
And you'll see me in some of those
groups sometimes chatting with folks,
what's the best way to do this?
Or what's the best way to do
this on both sides, right?
And it's a really collaborative
environment and, be curious, ask for help.
And you know you'll get there for
Dave Hoekstra: sure.
I.
Completely agree.
And I actually, most of my fellow
collaborators that I work with are
probably sick of hearing me say that
if there's a singular trait that
leads to success, especially in what
we do for a living, it's curiosity.
It's why is that the way it is?
And, you get out your shovel and you
just attack and keep going until.
Until you're until you hit
rock bottom and then you gotta
crawl your way out of the hole.
You dug yourself, but, and usually
that means more work, right?
When you discover that you have
to do something, you're also like,
now I have to do it forever instead
Trent Ryan: of going forward.
There's nothing worse than finding out
something's been, miscalibrated on a model
and being the one to point it out because
it means now it's on you to fix it.
Yeah.
It's the,
Dave Hoekstra: The age old boy.
I shouldn't have raised my hand.
If I'd have just kept my hand down,
I'd be, I have so much more free time.
Absolutely.
Yes.
Okay.
Trent, I have to say, first of all,
Congratulations on the nomination.
We know at this point that you
didn't actually win the the award,
but being nominated, you you, you
might not even made it that far.
So being nominated is a pretty great
honor and, for an organization like
S W Ppp, to recognize the work that
you're doing, I think is fantastic
and it really shows the dedication and
professionalism that you've put forth.
So congratulations on that.
Second of all, Huge thank you for joining
us on the podcast and letting people
know, the Netflix name as is pretty
synonymous with success that's out there.
And so we're glad that you hear.
One of the things that I always like to
do is give, our guests the last word.
So if I said to you, Hey, you've got a,
you've got a soapbox here or a podium
to say out to anyone that might be
listening, what might you want to provide?
Trent Ryan: I think I, I'm
gonna just anchor back on that.
Be curious, right.
I think that is the number one lesson
I've learned in my career is that,
while it's sometimes scary, it's
okay to raise your hand and say,
Hey, why is this set up this way?
Or Why are we doing things this way?
And then that is going to dovetail into.
Conversations and change and things
you're just gonna have to figure out.
But it's gonna be a fun journey along the
Dave Hoekstra: way and know that you
gotta back up your curiosity with data.
You can't just say, Hey, this feels wrong.
And then, run out like the Skeletor
meme where it just runs out of the
Trent Ryan: room, right?
We absolutely, you can
say, Hey, this feels wrong.
Give me a day and I'll, get some data
and we can look at this together.
But you can't just say,
Hey, that seems weird.
And then go about your day.
You didn't solve anything
by doing that, right?
Absolutely.
Trent, it's
Dave Hoekstra: been an absolute
honor and a privilege to spend
some time chatting with you here.
And I think we're, a lot of people
are going to be gr very excited
to hear what we have to say here.
So first for me, thank you
really appreciate the time.
And second of all, thank you as always
to all of our listeners for you guys
to give us some time of your day.
It makes me super happy.
And we are always looking for
the next great Collabreo podcast.
So if you are listening and you'd like to
be featured on the podcast, let us know.
Just go send an email to
marketing@collabreo.com and say,
I want to be on Dave Podcast.
We can certainly take steps to make
that happen, but I appreciate it.
We all appreciate it.
And most importantly, Trent,
thank you so much for joining us.
Trent Ryan: My name's Dave.
Thank you.
Oh,
Dave Hoekstra: absolutely.
My name's Dave Stra product
evangelist here at Collabreo.
So thank you to everyone out there,
and we'll see you on the next episode
of Working Smarter from Collabreo.
Thanks
Trent Ryan: everybody.
Have a great day.