COVID-19 Planning for Fintech: 5 Ways to Maximize Agent Efficiency with Lendit
Last week LiveVox Senior Director of Product Marketing Jim Lynch led a panel organized by Lendit on the topic of creating efficiency for remote customer service teams in fintech.
For how to establish secure connections in a remote setting skip to 7:46.
For deriving productivity metrics from data and how to ask the right questions, skip to 13:00.
The lines between our personal and professional lives have been blurred because of shelter-in-place orders and for many that has meant a need for balance. Skip to 17:26 for tips on how to keep teams connected and engaged. For tips on handling an uptick in call volume, bounce over to 20:00.
Full Webinar Transcript
Todd Anderson (00:00:00):
Todd Anderson (00:00:00):
Welcome, everyone. Thank you for joining us for today’s virtual panel. It’s brought to you by LiveVox. So first, thank you to LiveVox and the team over there. Thank you to Jim. Thank you to Lindsay. My name is Todd Anderson with LendIt Fintech. I’m the chief product officer. I just wanted to give a couple of housecleaning notes before we get started. Everyone is encouraged to ask questions throughout. So you can use your questions box on the control panel. This will be an interactive session. So please, we encourage you to ask questions when you have them. At any point, you can ask them and we’ll go ahead and pass those through to the panel.
Todd Anderson (00:00:46):
Also of note, LendIt, we postponed our May event and it will now be taking place on September 30th and October 1st in New York City at the Javits Center. If you want more information, you can reach out to me or anyone at the LendIt team. We’ll be happy to help and answer any questions related to that. On today’s show, we’re going to feature a panel today on COVID-19 Planning for Fintech: Five ways to maximize efficiency with at-home agents. Again, it’s brought to you by LiveVox. So I want to thank Jim and the team. And without further ado, I’ll pass to Jim and we’ll go ahead and get the session started.
Jim Lynch (00:01:24):
Thanks, Todd, I really appreciate that. So before we get started, what I want to do is just share just a brief snippet about LiveVox and who we are. So obviously we’re born and bred in financial services. We do about 14 billion interactions annually with 10 years developing successful risk mitigation tools. And lately what we’ve really been seeing is how we enable organizations to actually take advantage of this work-at-home, I call it really an opportunity in the way we’re going to start to define businesses. But we’re going to hear from some great leaders today.
Jim Lynch (00:01:53):
So without further ado, as you said Todd, I’m joined by a great panel today with a ton of experience in the fintech and contact center space. And we have Jennifer Kuechler from Strategic Link. She’s the COO there, Stephen Picciotto, from ARB Call Facilities, and Jason Swift, the CEO of Marlette Funding. So what I’d like to do is actually give each of them a chance to introduce themselves, a little bit about their background and then a little bit about their organization. So Stephen, why don’t we kick it off with you, and if you could share a little about your background and your organization.
Stephen Picciotto (00:02:27):
Sure. Thanks, Jim. Hi everyone. So my name’s Stephen Picciotto. I’m the COO of ARB Call Facilities. We have a global call center network of locations in Costa Rica, the Philippines, and Egypt. And we service financial services accounts for the US. So we have been growing considerably in all those geographic locations to service the needs of our financial service clients within the US.
Jim Lynch (00:03:02):
Awesome. Thanks. And then, Jason, how about you?
Jason Swift (00:03:06):
Sure. My name’s Jason Swift. I am the chief operating officer of Marlette Funding. Marlette Funding provides consumer loans, unsecured consumer loans, under the brand of Best Egg. We have multiple call centers domestically. So we have an internal call center that we manage in Wilmington, Delaware. And then we partner with a couple of outsourcing firms domestically on the East Coast and within the Midwest, as well as within San Antonio, Texas.
Jim Lynch (00:03:42):
Thanks so much for that. And Jennifer, how about you and your organization?
Jennifer Kuechler (00:03:46):
Thanks, Jim. Hi everybody. My name is Jennifer Kuechler. I am the chief operating officer as well as the chief human resources officer for Strategic Link. And we too are a global organization with contact centers here in the US as well as in Belize. And so we are a full service and business process outsourcer for basically we have an all different range of clients. And we do everything from the beginning of risk underwriting, lead generation, to the full servicing, which I am responsible for, and the consumer lending space as well.
Jim Lynch (00:04:26):
Awesome. Well, thanks to everyone for joining us today. I mean it really is something I could never imagine that we’d be talking about. If you would’ve asked me back in January what some of our discussions would be as we did panels like this, this would never be a topic that would ever come top of mind, as I’m sure that you guys will share here in just a little bit. So some of the people, when they come on, some of the audience, what they’re looking for is not only the five tips that we’re going to have to make sure agents are productive but especially over the past few weeks, we’ve been hearing a lot of other topics come up. So I’m glad to announce that this panel’s going to be speaking about a few of those. So at a high level, what I want to do is talk about what we’re going to cover in today’s session. And then we’ll dive into some questions and answers from the team here.
Jim Lynch (00:05:08):
So the first topic that we want to talk about is actually how do we establish secure work-from-home connectivity and data flows. I know that this is outside of just production, but I mean some of the audience is looking for just fundamental ideas. Some have got started already. Some haven’t got started yet, they still have a traditional contact center without working at home. So we want to give them some tidbits.
Jim Lynch (00:05:29):
The next is that once they’re deployed, how do we monitor and coach the agents remotely? So before, agents were really coached by supervisors and managers that were walking behind and they could tap in. They could listen right away and they could give them some side-by-side coaching. So we’re going to hear from these guys on how they are doing that today.
Jim Lynch (00:05:47):
And then we talked about how we optimize these new workflows to restore previous levels of quality and efficiency? Look, this is new for everyone. I mean we’re all working remotely now. You can tell everyone here is working remotely. There might be some new environment that we don’t know how to deal with. We might have a spouse or someone else in our household working at home as well. So what’s the new normal look like?
Jim Lynch (00:06:07):
And then what was really interesting over our conversation that we had a couple of days ago was really the impact from a social aspect, how we’re keeping our agents connected to our brand. And then what does this mean for our business as we move forward? Is this something that we’re looking at from a long-term perspective, BCDR plans? Are we going to keep an agent workforce at home as we move to what could be the new normal or the 2.0 version of a contact center?
Jim Lynch (00:06:32):
So before we get started with all those questions though, I do want to share with the group exactly how many agents you guys have working at home. So Jennifer, if you could from a percentage, what would it look like from a percentage of your workforce working at home?
Jennifer Kuechler (00:06:48):
Jim Lynch (00:06:52):
100%. Okay, great. And how about you, Stephen?
Stephen Picciotto (00:06:56):
Currently, we’re at about 25% of our agents are working from home.
Jim Lynch (00:07:01):
Okay, great. And that leaves you, Jason.
Jason Swift (00:07:04):
Yes, we have 100% of our internal agents working from home and we have about 60 to 65% of our external folks. Now, all of those folks can work from home but there’s just a percentage that is still working in the office. But they all, 100% of them, have the capability to work from home.
Jim Lynch (00:07:26):
Great. And since we ended with you, Jason, I think the first question that we’re going to ask that a lot of people want to know about is how did your organization actually establish secure work-at-home connectivity and the data flow? So you think about the security standpoint, how did your agents have enough data and information to complete their tasks just as if they were in the office? So if you could share some of that.
Jason Swift (00:07:46):
Yeah. We actually got lucky. As we evolved over the last year and a half to what our target operating model is today, we have a mix of internal agents and external agents with partners. And as we did that, and we went through some business continuity testing, we issued laptops to most of our agents. And we then tested those laptops to make sure they had the capability to work from home, connectivity, able to log in to all the different systems, and they did that. So when we had to transition folks to work from home, we really only had to test a couple of things like telephony. So we work LiveVox and we had to be able to test that we could deliver calls to the agent at home. The device that they have, the laptop that they have that they take home, they log in to that device and authenticate accordingly. And once they authenticate and log in to the device, there’s endpoint security on that device that locks that device down. And then all other applications that they have to work on are all URL-based. So all of those applications have logical access management associated with it and come with the same protocols as if they were sitting in the call center.
Jim Lynch (00:09:06):
Awesome. So as a fintech organization, I mean you guys are really born and bred in the cloud as well. So you were used to working from a cloud [inaudible 00:09:13] platform, and really everything you do is pretty much around in that cloud environment, right?
Jason Swift (00:09:18):
Everything we do is in the cloud, that’s correct.
Jim Lynch (00:09:21):
Awesome. Thanks. And Jennifer, how about you? How did you guys address some of these security concerns and actually get agents connected once they moved to home?
Jennifer Kuechler (00:09:29):
Well, I would say, in very stark contrast to what Jason just said, we did not have the capabilities and we were not prepared to have everybody working from home. So when we realized obviously what was happening throughout the world, no less, we just went and partnered. And I’d have to say I’m really proud of how quickly we were able to actually with our technology partners. But we first, honestly, we did just did a survey for all of our agents. How many of you had a computer at home that still works and was operating? How many of you did not? What type of information? What type of internet did you have? How fast was it? So we really worked through all of those issues just via a survey that we sent out to everybody. And then we ordered, gosh, probably about 300 Chromebooks that we had delivered. And it was just crazy that we were able to even get them, and in fact get them shipped to nearshore and through customs, and that we were able to distribute.
Jennifer Kuechler (00:10:28):
So what we did though, we went and purchased AWS work stations. So I’m going to refer to some notes because I would be the first one to say I’m not a technology guru by any stretch. But we use our firewall through that. We then connected through our VPN. And similarly, we’re all cloud-based with all of our various applications that our agents log into. So once we got everybody through that log-in process, it was almost BAU because they were used to that. We use Microsoft Teams all the time. And all of our folks that actually go through the process, and we’ll talk about that in a little bit. But from that aspect, once we got everybody in and people could remember their own internet protocol, all of their own wifi passwords, once they actually logged into the system, we were good to go. So we were really happy about that. And had all the antivirus. Everything actually went through the AWS so we didn’t have any security issues.
Jim Lynch (00:11:23):
That’s pretty interesting. Because one of the things that people ask for all the time is what type of partner do I have. So we think of the work stations that we all deploy inside of our offices. And sometimes there’s a pretty heavy lift from the hardware that’s included in the machine and capabilities of that. So I think that was a pretty interesting use case, that you were leveraging AWS in the way that you did. Because then all you really needed was an internet connection and a very light PC. I mean you mentioned that you guys were finding Chromebooks, which you’re very lucky to find anything when everyone was shopping. I know that all of our local stores here in Texas, whether it was Costco or Best Buy or any of those, they were just slammed. You couldn’t find computers. You couldn’t find PCs. You couldn’t find monitors, printers. I mean everything was gone off the shelves. So it’s pretty amazing that you were able to find what you did. And wow, what a great lift by your IT team.
Jim Lynch (00:12:10):
All right, Stephen, and how about you? That leaves you. So what did you guys do to establish the connection? You guys are doing it a little bit differently. These other two, they’re dealing with a lot of domestic contact center agents, a few near shore. You might be in a little bit different situation. So let’s share how you’re deploying across the world.
Stephen Picciotto (00:12:28):
So when some of the proclamations for lockdowns and, hence, community quarantines were put in place, they gave us windows of time in order for us to set up the work-from-home agents’ connectivity and relocate some of our PCs and computers to the employee’s domiciles. So the hardest part was really getting the IT involved to set up the VPN connection to make it so that the connection was secure and that all the applications, same as the other panelists, all of our applications are web-based through AWS. So once we got the connectivity and the secure connectivity through the VPN, the rest of it was just testing all the connections and then going from. And we installed some screen monitoring applications as well so that we can confirm the agents’ login times and that they’re using the systems appropriately.
Jim Lynch (00:13:32):
Awesome. Thanks. So when I think about this, I look back to my operations career. I’m really about productivity and data. But really, when we were preparing for this call earlier this week, I really heard a different perspective that was really interesting to me. So before we jump into things about how we’re monitoring, how we’re coaching for productivity, what I want to do is give an opportunity really to Jason and Jennifer. You guys talked about the emotional connection and the emotional rollercoaster that every one of your employees is going through as they face this crisis. So maybe Jason, why don’t I hit on you first, hear a little about how your organization was thinking about that. So as COO, you were thinking, “Wow, how do I just keep my agents healthy and happy?” before you even start talking about productivity. So why don’t you share a little bit about your perspective there?
Jason Swift (00:14:20):
Yeah, it was really important to understand what the agents were going through in trying to transition from internally working within the call center to then having to go work from home at a home office or at the kitchen table, or whatever the case may be, and really try to understand the impact of the family life. Whether a significant other also had to work from home and you had two folks working from home if you add kids and pets and everything into there, we really tried to understand what folks were going through. So from a communications standpoint, we use Slack. And we have various different channels that we try to communicate through, both from a business perspective and a personal perspective. So we try to get feedback from folks on what their day-to-day life is like, and then adjust accordingly. They would have pictures of there kids sitting with them at the desk. Or when they were at the video conference, they would have their dog or cat sitting on their lap. We just made their home life part of their professional life as well.
Jason Swift (00:15:27):
Folks that had young children at home, the company sent different packets of things to do for those kids, just activities, whether it’s painting activities or coloring activities or craft activities, to make them [inaudible 00:15:42], and the agents really, really appreciated that. So it’s an ongoing process. We’re at the early start of it. But essentially, we are trying to make their home life as part of their work-life the best we possibly can.
Jim Lynch (00:15:58):
That’s so awesome. I mean we think about work-life balance, and what that meant before was that you were just shutting off work and that you were transitioning to home life. And yeah, I think that’s great and really good. I do like that you guys were sending out some things. That’s pretty interesting. I’m not sure everyone’s been thinking about that, “Hey, let’s just send out some tidbits.” It doesn’t mean you’re having to send out a thousand dollar gift to everyone, but just some small items, trinkets, and things, to let them know that you’re thinking about them. I think that’s awesome.
Jim Lynch (00:16:23):
Jason Swift (00:16:23):
And they would put pictures [inaudible 00:16:24] could see it. And they would share all that information. And then the other thing we did is gift certificates to things like Grubhub. We know that people can’t go out to get food anymore and go to lunch, so we’re just trying to put all those pieces together and support them in small ways, but hopefully ways they appreciate.
Jim Lynch (00:16:44):
That’s so awesome. And Jennifer, I think you have a similar story. You really put on that emotional hat for a while before you even started talking about productivity. So why don’t you share a little bit about your thoughts and the process that you went through?
Jennifer Kuechler (00:16:56):
Yeah, sure. So we actually built what we called a pandemic portal. Right? So we just made a website that was just everything about what are work-from-home strategies just in general, if it were under normal circumstances. And then what does that mean when you have, similar to what Jason said if you’ve got children around if you have pets around if you have elderly parents perhaps that you’re dealing with. And what does that mean, and how do we help them think through that?
Jennifer Kuechler (00:17:26):
Similarly, as well, we have designated days where, “Hey, let’s see all your kids. Hey, let’s see your pets. Hey, what are you doing funny?” One of our younger agents, he was so funny. He has a 72″ TV that he hooked it up to be his monitor. And he shared that picture with everybody. And it was so hilarious because he was so psyched about it. He’s like, “I used to just game on this. But now, look, I can see all of our applications.” So just really taking the human aspect into this.
Jennifer Kuechler (00:17:56):
I think the flip side of that coin is not only just to make them feel comfortable with themselves internally but also from a customer standpoint. We really tried to think a lot about the emotional psyche of the customer, because this is new for the customer. And some of the customers are scared, right? And if they aren’t able to continue to pay on their loans and things… And for some of our agents, it was a little bit intimidating, I think maybe might be the right word. Because they were dealing with this emotion from a customer that they weren’t accustomed to, and they also were not in the contact center where they could raise their hand and have their team lead come over or maybe through the osmosis you just learn sitting next to your colleagues and your peers.
Jennifer Kuechler (00:18:43):
So that was something that we’d given them a little bit of insight, but then we quickly pivoted on our training team and our quality team and did a lot of research so that we could send them quick, little training guides. We use Microsoft Teams all the time so we could just communicate back and forth really quickly, and created a FAQ of what people were dealing with as it was related to not only each of them as individuals from an internal standpoint but also our external customers. So it was pretty dynamic.
Jim Lynch (00:19:14):
Yeah. No, that’s awesome. And Stephen, have you guys done anything differently? Kind of the same way that Jason and Jennifer have also done?
Stephen Picciotto (00:19:22):
Yeah. I mean we definitely want to stay engaged with the work-from-home agents. So we’re having daily huddle calls that we typically don’t have to just continue that comradery with the agents, let them know that we’re here for them if they have any concerns. We’re also reaching out, we’ve provided some free lunch and different items like that, really just trying to make sure that the work-from-home agent knows that they’re still engaged in the organization.
Jim Lynch (00:19:51):
Awesome. No, this is really great. And we’re talking to three senior, C-level executives at these three different organizations, so I bet… When I think about maybe my previous life and maybe I didn’t know everyone, every one of the employees to that level. And if you think about it now, I’m sure that we could all agree and say we probably know more about our employees right now by learning a little bit more about them personally than we ever have in the past, which is just so awesome to build that comradery in your team. All right. Well, thanks. Thank you guys for sharing that. I think it’s really important for everyone to hear. Jason, you brought up one thing earlier this week when we were talking, and it was really about maybe some digital channels and how when you guys started ramping up your digital efforts, how that’s also been able to impact and provide a level of flexibility to your agents and your business that you really didn’t see before. So maybe you could touch on that just for a second.
Jason Swift (00:20:44):
Yeah, absolutely. So I’m sure, as everybody on this call, we had a large influx of calls and chat sessions and consumers that wanted to reach out to us to provide some type of relief from a payment perspective. But we also were very proactive with consumers that we thought potentially would’ve been impacted by the coronavirus and tried to reach out to them to let them know we’re here to help. Well, in doing that, we saw calls 50-80% increase and really partnered with the technology department internally to provide different avenues and channels in which consumers can service through and make it easier to enroll in some type of payment relief solution. So within a week and a half, we enabled folks through simply responding to an email to enroll in a payment solution, or on the IVR, or they can log on to the website, click a link, choose an option, and get that option without having to talk to an agent. We expanded our chat capabilities and drove people to the chat channel and enabled folks to enroll from a chat perspective.
Jason Swift (00:21:56):
And not only was it important to do that just to manage the volumes through good customer service, but both the agents as well as the customers appreciated that. I mean the fact that the agents didn’t have to manually process everything was really important for them, and they can actually handle calls in which the consumer truly needed to talk to them verbally. And the customers have just given us a tremendous amount of feedback about being proactive in these programs and offering different channels in which they could service those programs. And truly I believe, by doing this, we’ve created a lot of brand loyalty with these customers. And hopefully, these customers stay with us to do business with us ongoing, and certainly as they come off the payment relief, to continue to engage in the months that they have.
Jason Swift (00:22:49):
So it’s been really great to see the feedback that we’ve gotten from the consumers through various channels, social channels, just replying to emails, taking surveys, the feedback they’ve given to agents. And part of what we do on Slack is we post all of that out there so the whole company can truly see how the customers are feeling in these times.
Jim Lynch (00:23:09):
I think that’s pretty important, Jason. I mean, I don’t know, you were projecting what’s going to happen and you knew call volume was already starting to spike and you knew there was no way that you were going to be able to onboard enough agents to handle the call volume, so that would’ve just left customers really frustrated by waiting on hold for extended periods of time. So kudos to you and your team for launching pretty quick, using some of those digital channels for the proactive outreach. And Jennifer, I think you have a similar story, right? I mean you guys took a similar stance. Your call volume started to go through the roof as well. So maybe talk a little bit about some of the strategies that you guys deployed that could be maybe in line with what Jason.
Jennifer Kuechler (00:23:47):
Yeah, I think so. Now, we don’t have our chat up and going yet, but that is certainly something that we’re looking to do in the near future. So we didn’t have that capability. But what we did do was… Typically, when we have any type of deferral or heaven forbid there’s been any state of emergency if it’s due to a hurricane or anything else that happened, and we just took the premise we use there as far as allowing for deferrals based on certain types of customers, I think similar to what Jason was saying, and we just opened that up, honestly. And we opened up the team of people that were capable of making those changes, just so, again, we didn’t have people waiting in line, we didn’t have customers adding any additional stress to them. And that’s proved very successful.
Jennifer Kuechler (00:24:33):
I think, similar to the kudos, we call them wild calls, when we get from our surveys at the end of calls, those have actually increased as well because the satisfaction of just, “Hey, thank you for just listening to me. Thank you for being able to relate to what I’m going through and trying to help me in this situation.” What we have found with our customer base is typical if we help them when they’re in a time of need, they’re rate of payment back to us because they appreciate what we have done on their behalf because they know we care about them as key customers of our clients, it’s just a good… Overall, when you think about the whole cycle, they are appreciative and they come back, so the loyalty factor clearly is there, and also just to help continue their payment schedule.
Jim Lynch (00:25:26):
That’s great. I think you both hit on how brand loyalty is so important, especially in a time of crisis like what we’re in today. I wish I knew what the end looked like, how long it was going to last. Unfortunately, we don’t. So it’s really great to hear how you guys are adapting to that. So, Stephen, I’m going to switch to you but I’m going to switch gears at the same time. So the remote monitoring, so I touched on it at the beginning of the call today. And I said, hey, traditionally what people are doing is they are walking around, listening, they’re able to watch screens, they see what agents are doing and help them through any task. So Jennifer and Jason both brought up some good points, that, wow, they’re dealing with calls that they never had to even deal with before. We didn’t have any time to train our agents before we sent them home because the workforce is dealing with this at the same time that the whole country or the whole world is dealing with this. So Stephen, why don’t you just talk a little bit about… Did you have to increase your monitoring and coaching now that the first-line supervisors aren’t able to touch the agents and really make an impact? Yeah, and just talk through a little bit about the process on how you’re actually doing that today.
Stephen Picciotto (00:26:28):
Sure. Yeah, basically what we did was just put more resources behind that. So the supervisors, like you were saying, who used to be in the office being able to just focus on the agents’ needs real-time, since those functions are no longer really required we transitioned those guys to do more of the audits of the calls, listening to those work-from-home agents, as well as refocusing the QA agents who are doing the true audits, to pick up on some abnormalities that we don’t typically see in the office versus out of the office so that we could provide daily feedback to the work-from-home agents about things that we’ve witnessed or things that we’ve observed regarding background noise or ways that they can minimize the feedback or the static between the customer and the consumer if there are any internet discrepancies or things that happen. So really we’re just trying to focus our efforts now to enhance the consumer experience given the situation that we have, agents working from home.
Jim Lynch (00:27:41):
Awesome. And Jennifer, how have you guys done this? I mean, same with you, you were really hands-on. I mean you would even go out and walk the floor just like Jason’s been talking about, how he’s jumping in on calls and scaring people. But we’ll let him talk about that [inaudible 00:27:55]. But Jennifer, how about you? I mean how is your team dealing with that? And then, what’s the new normal for your supervisors look like in their day today?
Jennifer Kuechler (00:28:05):
Well, and I didn’t say this before but one of the things we did, we actually put an infographic together for our team leads and for our managers, and just laid out for them a roadmap of every day, “Here’s what we expect you to do. Here’s a way to engage. Here’s a way to just make sure you keep in contact.” As I said, we use Microsoft Teams. And in fact, I actually I’m in almost all of them so I see them just running on my computer all day long. But to your point, if I hear somebody who gets really excited because, “Hey, this customer just said this. I was able to really creatively help them do this.” And they’re excited for themselves, and for me, there’s nothing better, right? When you see your own agent force, right? They just have that internal motivation and excitement. So I’ll ping in and say, “Hey, great job. That’s really cool.” And we’ll send a picture going, “Whoa!” And people are just like, “Oh my gosh.” So I think that they know that we’re right there with them. I mean I think that’s the biggest thing for me.
Jennifer Kuechler (00:29:05):
And I guess just maybe my management style. But just helping them understand like, “We get it. This is new for all of us. And at the end of the day, you got to do the best for yourself, do the best for our customers, and just do the best we can just for everybody who’s dealing with this craziness.” So again, we just try to give them more and more tools. We have lots of ways and various roles that help so the team leads really can be there for coaching when there’s a situation that just seems maybe a little tenuous and the agent needs some help. So we’ve got what we call operations assistants that are really helping with all of the metrics to make sure that they’re in the production mode, they’re not in after-call work too long.
Jennifer Kuechler (00:29:46):
So we haven’t had to change a lot of practices because I think we had some of that already ingrained. But I think it’s the way in which we’re interacting and how we’re helping. We’ve had to realize some new strategies and think of some new things but, so far, I think it’s just really staying even more connected than we ever have before. Has been successful to date anyway.
Jim Lynch (00:30:12):
That’s awesome, Jennifer. I can’t wait to see your social media posts from your organization later where you’re going, “Woo-hoo!,” on that 70″ screen [inaudible 00:30:18].
Jennifer Kuechler (00:30:17):
Let’s hope that doesn’t happen.
Jim Lynch (00:30:20):
I think that’s going to be a… I want that, but I’m going to find out who it is. So, Jason, you’ve been stalking some of your agents. I mean I wouldn’t call it stalking but let chime in a little bit. You guys have had a new norm. We talked about, man, when agents on the phone and they’re working at home now, compared to in the office, they’re feeling like they have to be glued to the computer all the time like, “What happens if Jason tries to listen to me right now but I’m not logged in? What could happen there?” I’m just teasing a little bit. But maybe go through some of the process and how you’ve even been connecting with the agents on top of what the supervisors are doing today.
Jason Swift (00:30:58):
Yeah, sure. So this would be similar to what Jennifer said. I mean there’s been processes in place. They really just transitioned these processes to that over video conference using a technology called Highfive where we can do a videoconference with all of the agents and have their morning huddles and such. But there was a higher level of expectation of call monitoring and monitoring of the systems to make sure that people were logged in properly and be able to service calls, particularly during the big surge of calls. But we really also encouraged the entire staff, the strategy staff, not just the operation staff, to listen to calls. So I’m going to blame you, Jim, because it’s your tool that allows me to barge in and listen and whisper prompt and [inaudible 00:31:38]. I haven’t taken over any calls yet.
Jason Swift (00:31:40):
No, I really just try to listen to as many calls as I can so that I hear a couple of things: What are the customers saying today and how do we need to react to that to create whatever relief they need in these unique times? Because it’s certainly fluid so we want to make sure that we are up to speed on the needs of the consumer. And two, what are the needs of the agents? And to provide those needs. But also, on a real-time basis, answer questions or just encourage them and reward them for great calls.
Jason Swift (00:32:13):
The agents have been nervous about working from home and having the dog bark or having their son or daughter walk in. And you know what? That’s okay. We actually open our calls and let folks know, “Hey, in order to service the customers properly, we have a work-at-home situation.” And it puts them at ease, it puts the customer at ease. And they can relate to each other because most people are working from home if they have the ability to work. So it’s a little bit off that encouragement. And I think, as you mentioned a bit earlier, with all of these different channels that we’re able to engage with our agents and our managers, we tend to know them a whole lot better and even their families a whole lot better now. And that’s actually been really positive.
Jim Lynch (00:33:02):
Yeah. I think that’s one of the great things. I think, Jennifer, too, some of our conversations, you might’ve had one other comment that I probably skipped over you before. I just jumped to Jason because I was so excited to hear about his process. But let’s [inaudible 00:33:15] back to you for a second there.
Jennifer Kuechler (00:33:17):
Yeah. Thanks, Jim. I appreciate it. One thing that we,I think, had talked about previously, and I think when you think about monitoring, we have speech-to-text analytics, right? So we actually know every call of every agent, so we know exactly what has been said. Well, as a shocker as this might be, we didn’t have COVID-19 as a trigger word ever before. So we added that. We added coronavirus. We added a virus. We just added as we started a few weeks ago, thinking about new terms that we were hearing repeatedly from customers. What were those? So we added those into triggers, which means that that call immediately goes to some of our anagram analysts who are looking at the tool so that we could make decisions based on [inaudible 00:34:07] we see more from one kind of cohort of our customers. Then we would get with our risk and analytics folks and our marketing folks, “Should we be reaching out to them in a different manner?”
Jennifer Kuechler (00:34:15):
So again, I think Jason was saying that too, the tools at your fingertips are invaluable, right? And you have to leverage them in any way possible and just pivot quickly when new things come up that you’ve never had to, honestly, really deal with before. And so that has been helpful. And again, when we hear a lot of those and maybe the agents aren’t bringing it up, then within sometimes two to four-hour range we can say to them and send out a quick chat, “Hey, if you’re hearing this, please let us know and deal accordingly and follow this process.” So just again, leveraging all the tools has been helpful.
Jim Lynch (00:34:50):
Awesome. No, that’s good. We’ve actually had a couple of questions come in. And I’m going to come back to that point here in just a second, Jennifer, and we’re definitely going to talk about how you guys are all utilizing speech analytic software, new keywords, phrases, things that you guys are hearing from the calls and how you’re deploying that out to the agents. So here’s a question from the audience, “Are your agents all 9:00 to 5:00 or are you providing flexibility on the hours as long as they do their work?” So Jason, why don’t we start with you. I know that we talked about this at a high level earlier this week. So are all your agents from 9:00 to 5:00? Are you providing some flexibility, different channels? Could you talk through that a little bit?
Jason Swift (00:35:25):
They’re not all 9:00 to 5:00 but they’re generally working with their normal schedules. Particularly from a voice perspective, we’re making sure that we are able to service the calls and the chats and such appropriately, depending on a forecast of call volumes. So there’s not a lot of that flexibility. As it relates to flexibility there, there’s flexibility on things like overtime and such, where we do need folks to log in. So if they have an extra hour or they have maybe two hours, they jump in for an hour and they jump out. And that’s the flexibility that they’ve been able to leverage that they necessarily didn’t have before because they would have to travel back and forth to work.
Jason Swift (00:36:06):
The big benefit that we’ve seen is mainly from a non-voice standpoint. So we are a full, end-to-end servicer including payments and such. So if we have certain queues that need to be worked that don’t require any interaction with the consumer, the folks have the flexibility to work those queues on the hours that they need to. So if there’s a time period where they need to go out and pick up their child, or just get away for a little bit from everything that was going on in the house, and come back an hour or two later and work the queues accordingly, they can do that. If they want to log on for an hour during the weekend, they can do that. And that’s the flexibility I think those agents are enjoying.
Jim Lynch (00:36:52):
Awesome. Thanks. I have another question. And Stephen and Jennifer, I’m going to give you guys both a chance to answer this one. And it’s really around, “Do you service any SMEs,” maybe they’re talking about a small market enterprise, small market business, “as opposed to consumers? And do you have any particular suggestions for supporting those SME clients?” So Stephen, why don’t I start with you. I know that you deal with a range of clients so we’ll start with you first. And Jennifer, I know that you guys do too. So Stephen, anything that you can suggest there or any suggestions?
Stephen Picciotto (00:37:26):
Yeah. Yeah, currently we are dealing just specifically to the clients in the consumer lending space. But for the small market clients, I could see that all the relative adjustments that are being made can be applied to really any business line in making sure that the employee and the consumer both are having a desirable experience, I think is the main objective for all business lines that we currently engage with.
Jim Lynch (00:37:57):
Jennifer, you guys are servicing a range of clients in all sizes, to be honest, when you’re serving loans. So can you talk through any suggestions that you might have as they start to deal with some of those smaller enterprises? Are they getting different treatment than what your larger ones are? I don’t know.
Jennifer Kuechler (00:38:09):
So I don’t know if it would really be different treatment necessarily. But I think we’re helping them from our internal processes. So some of them that maybe just don’t have the staff from a training standpoint even, we’ve shared some of our training flashes, some of our best practices that we’ve researched. Just any other way just outside of the normal things that we would do to help them. In fact, we’ve even had some of our clients reach out to me, when I put on my HR hat, with everything that’s going on and the new legislation. They’re like, “How are you dealing with that?” Well, we very quickly created and crafted new policies. So to the extent, obviously that wasn’t confidential, that we were helping them even with that. Like, “Here’s how you might want to think about how you’re addressing various policies with your employees and things now,” in a business sense, business meaning consumer sense, and then some otherwise too.
Jim Lynch (00:39:11):
Right. The only thing I’ll tell everyone is that it really doesn’t matter, there are technology platforms out there available that allow you to leverage some of the best-in-class technology that you might find at the largest organizations. And honestly, there are packages and software out there that are deployed at the largest organizations that you could think of that are also able to be deployed at the lowest level. And that brings me to one of the follow-up questions. Jennifer, since you mentioned AWS, this one actually just came up with respect to AWS. It is, “On the AWS platform, what type of screen monitoring are you using?” Let’s start there, and then we’ll shift over to Stephen for some offshore items. So what are you using for screen monitoring, or are you, on the AWS platform?
Jennifer Kuechler (00:39:55):
So is the question more about a screen scrape, do you think?
Jim Lynch (00:40:00):
I think just around the screen… I could answer the question for you but it would be like a [crosstalk 00:40:07].
Jennifer Kuechler (00:40:07):
Well, I was going to say… I mean we use our LiveVox platform, right? I mean that’s how we know we can always go in and look at everything. We don’t have screen capture today that we use but, again, we can listen to everything they’re saying. And again, when we have this speech to text, obviously that’s just not audio so we’re not seeing it real-time with them. But yeah, I mean we use all the tools that we have available, clearly, on the LiveVox platform that helps us get there.
Jim Lynch (00:40:35):
Sure. And I promise, guys if I could take a screenshot, it’s right here. I didn’t plug that question and I have no idea where it came from. So I do appreciate it. But I will call that out as that is something that some of our partners have deployed on AWS. They use our platform. They’re matching the screen recording with the call recording, and so they’re actually able to go back and monitor in real-time. So Stephen, any tips? They’re asking, it’s one thing to deal with this on a domestic call center, but from the international call centers like you guys deploy, is there anything different there?
Stephen Picciotto (00:41:07):
Yeah. I mean we utilize the LiveVox tools available to us aggressively, for sure, the call monitoring and the barging and the listening. But we also reviewed a couple of different applications, ScreenMeter, WebWork Tracker, Work plus, and then Time Doctor. So they all offer different features that can be utilized really to make sure that also the offline activities, so the inactivity measurements of how long was the mouse or the keyboard not pressed, or did the agent walk away and leave the computer open for X amount of time. So it gives you a bunch of usable reporting details, at least for this first couple waves when we’re trying to figure out the agents who are taking the work-from-home functionality seriously. So this gives us a lot of insight for now that we’ll be able to pivot from later.
Jim Lynch (00:42:09):
Awesome. Well great. Just to remind the audience, there is a question box over on your panel, your control panel, from the go-to-meeting there. So if you do have questions, keep them coming in. I see a couple of others. We’re going to try to get through just a couple more bullets and then we’re definitely going to have a Q&A session with this panel at the end. So, Jennifer, you touched on it just a few minutes ago before we dove into some of those questions. And this is more around how you’re utilizing technology to really help you get your job done. You mentioned speech analytics, which sounds like it’s pretty good. You also mentioned creating a pandemic portal. Jason mentioned using Slack channels. So you guys are listening, obviously, and hearing things and sharing that with the QA teams to go in and look for key phrases, key search terms to use in speech analytics. So I’m sure all three of you guys are using a speech analytics tool. But could you just talk a little bit about what type of technology you’re using that help you through these workflows instead of it just being manually listening all the time? So, Jennifer, we’ll start with you.
Jennifer Kuechler (00:43:08):
Yeah, sure. I mean I think we were trying to get a bigger sense initially of just what are our customers saying, right? So that’s why when we use this speech-to-text analytics tool we have, we just started inserting new… Well, and there you go, there’s the dog.
Jennifer Kuechler (00:43:30):
Yeah, right. So apologies there. We just started, as we listened to a couple calls, and I think to Jason’s point, we had everybody throughout the organization, not just on the operations side, really listening. Because of course, this is new to everybody. How are we going to manage through and run our business in this new situation? So as we started putting in new words to listen to, it was very informative. And then what happens is when the tool actually says, “Okay, I heard this phrase,” and then it’ll just pop that call. You can listen to it and it puts it into different categories. And those were things that we were able to use throughout all of the various functions throughout our organization, which honestly I think we’ve been able to react very quickly and think differently from a product set and an offering and working with our technology teams to make changes as necessary to do the best things for our clients’ customers, and just from a human aspect honestly.
Jim Lynch (00:44:26):
Great. So Jason, you can share in that thought process that’s the same for you guys. I’m sure you couldn’t keep up with the volume [inaudible 00:44:33] coming in without utilizing some form of technology.
Jason Swift (00:44:36):
Yeah. So very similar in utilizing technology to analyze things from a call perspective. But what I’ll add to that’s been very helpful overall is we have technology that essentially aggregates through various different channels what customers are saying. So we’re able to take chat transcripts or SMS that we get from consumers or emails. We monitor all of the social media to see what’s being said on Twitter and Facebook, any surveys that folks give us. We have real-time alerts on anything that we get feedback from the consumer on the customer servicing website. And all that gets aggregated into a tool that then gives us sentiment analysis and customer insights on where customers are feeling really positive about their servicing and maybe some areas where there’s an opportunity. So our ability to aggregate that through technology and get that out to the entire business pretty quickly and then dynamically react to that and make a change, that’s been really, really helpful for us at this time.
Jim Lynch (00:45:46):
Awesome. And then Stephen, maybe if there’s anything you guys have done that’s just a little bit different than what Jason and Jennifer did that you could add.
Stephen Picciotto (00:45:56):
Yeah. A lot of the same initiatives that Jason and Jennifer spoke on. We are utilizing our IVRs and [inaudible 00:46:08] to really maximize the customer experience, to push people into other channels if it doesn’t need to really take on a voice call as a priority. So that’s one of the most useful adjustments that we’ve been making.
Jim Lynch (00:46:26):
Awesome. So we have about 12 minutes left and we have some good questions coming in. But I do want to give the assignment. Your organizations, hats off to everyone on the panel today. I’m really happy that we had you guys join us. But the reason I’m so happy is that when you think about how innovative your organizations were and how fast your IT teams have implemented some of these changes, I mean it’s crazy if you really think about it. I, again, rewind back to maybe a previous role and when I would ask IT for something, they’d be like, “Oh yeah. Yeah, we’ll get to that, and it might be six months from now.” Or it’s, “We’ll put it on the roadmap for Q4 relief,” something like that. But I mean you guys have done a tremendous job. Hats off to your IT teams for layering on some of the technology that you have, the communication channels that we all just described here.
Jim Lynch (00:47:16):
But if you move back, whether it’s been 30 days or 60 days when you started this journey, what I’d like to do is share maybe a tip or, I don’t know, just a little bit of knowledge that you wish that you had when you started this journey. Because we’re all still learning, right? We didn’t know. We didn’t have this plan in place that we just pulled out of our back pocket to go [inaudible 00:47:36]. So Jennifer, maybe if I start with you. Is there one piece of knowledge that you’d like to share with the audience before we move on to some of these questions and [inaudible 00:47:44]?
Jennifer Kuechler (00:47:47):
Yeah, sure. Thanks, Jim. I think one thing we would do because we didn’t really have anything, we didn’t have the laptops as Jason talked about. Honestly, it was an amazing scramble, but we made it happen. So to me, I would say, well, now we have them. Because, of course, we purchased these and we will keep these. But I think to always make sure those are up, that we’ve got the right software downloads, everything, so that at a moment’s notice we can just flip to that. And I wish that we would’ve had that. It would’ve made this a whole lot less stressful, but not quite as fun of course. But yeah, I mean it just would’ve been different, right? I mean had we had this technology, we could’ve just said, “Okay.”
Jennifer Kuechler (00:48:28):
And then as we were even waiting for some of the deliveries to make it to nearshore and get through customs, we were literally going around, we’d use little NUCs, the little bitty computers, on the back of our screens throughout the contact centers. And we were literally going and grabbing those and taking them to our folks that were at home when they were realizing their own computers didn’t have the right juice or whatever to run everything. So lesson learned, right? Have some of that sitting on a shelf just so they’re ready for deployment.
Jim Lynch (00:48:57):
Cool. So your own little stockpile is one of the recommendations when you think of this.
Jennifer Kuechler (00:49:00):
Jim Lynch (00:49:01):
Because it could happen. I mean we don’t know. We’re hearing reports about all the time that this could fire up. Hopefully, we see the curve start to come down really fast. So we’re all praying about that. But hopefully, we start to see it come down. But we do have to be prepared in case something like this happens again. So Stephen, how about you? What tip would you leave for people?
Stephen Picciotto (00:49:24):
Jim Lynch (00:49:26):
All right, let’s pause Stephen for just a second. And Jason, we’ll kick over to you.
Jason Swift (00:49:31):
Yeah, so it’s probably pretty obvious at this point. So I’ll mention two things, both may be pretty obvious. One is anybody that’s part of business continuity planning and we do the tabletop exercises of different scenarios, most of those scenarios are geo-located. So if there’s a fire in a particular building or there’s a hurricane in particular geo, how do you react to that? And all of us in our business continuity plans have rehearsed all of that. But we never thought of rehearsing anything like this. So we’ll certainly look to include this, and maybe some other things that you would never think about, to make sure that you’re prepared from a business continuity standpoint. The second thing that I would mention, and I’ve been in financial services my entire career, there has certainly been a hesitancy to work from home and have agents work from home, particularly agents from a voice perspective. And we have been so pleasantly surprised at the success of it, the flexibility that the agents like. And we may look to integrate that into our business going forward. So don’t be afraid of work from home.
Jennifer Kuechler (00:50:46):
Jason Swift (00:50:46):
And we talked a lot about brand loyalty but you’re going to get a lot of loyalty from your employees by allowing them to have that level of flexibility.
Jim Lynch (00:50:57):
Yeah, I think it’s spot-on. You did steal probably my last question, which is probably-
Jason Swift (00:51:01):
Jim Lynch (00:51:01):
… what does the contact… Oh no, it’s great. I love it. So what does contact center that I like to call 2.0 really look like for you guys? I mean this is one, you’re right, Jason. When I think about some clients, they’re like, “I don’t want the agents to work from home,” because they feel like you have to be in a very controlled environment, which you do. So you just have to figure out and be innovative about the ways to do it. So I liken it to maybe skydiving, right? Maybe the scariest part for skydiving for someone is when the door opens and you have to jump out of the plane. Maybe that’s the scariest part. So if you don’t want to do it, someone might just push you. Well, right now, we just have to push that everybody needs to try this new world. So Jennifer, is this going to be part of your plan as you move forward too? And keep in mind guys, all your employees might see this so whatever you’re saying, keep in mind they might be watching. And they’re going to hold you
Jennifer Kuechler (00:51:48):
Be very mindful.
Jim Lynch (00:51:50):
Yeah, they got it on video.
Jennifer Kuechler (00:51:52):
Yeah, exactly. And actually I completely echo what Jason said. I mean I was, again, incredibly proud of how our agents have adapted very quickly. We lost about 8% productivity when we were just trying to get them up on the technology, honestly. But once we got over that hump, everything was fine and they realized that it’s kind of the new normal, if you will, right? But to me, I think about this as, we want to go into, even perhaps from a growth strategy standpoint, if we want to go and try something new and we want to go somewhere where we think we just want to take a group of folks and set them aside knowing that this is always an alternative, and it is not the big, scary beast I think everyone thought it would be, right?
Jennifer Kuechler (00:52:37):
And again, I just give huge kudos to our organization, to even some of our newest folks. We had brand new hires that had been with a month, and then this happened. It’s intimidating. And I think kudos to their peer group, to their team leads, to our management and leadership in operations to really just help everybody bond together and just figure out, “Hey, we can make this work,” and it’s been successful. So I would agree. And especially with, again, just anything with BCP and any disaster recovery that you have to do. Now we know. Now we know we can make it happen.
Jim Lynch (00:53:16):
Awesome. Stephen, and 30 seconds from you. Do we have your audio back?
Stephen Picciotto (00:53:21):
Yes. It’s back now. Sorry about that.
Jim Lynch (00:53:24):
No problem. So if you just want to share 30 seconds [inaudible 00:53:27].
Stephen Picciotto (00:53:29):
Yeah. I mean, again, we’re very pleasantly surprised by the productivity and output and the professionalism that these work-from-home agents have shown. That was really always in the contact center the risk. And we really want to keep everything uniform, in close proximity, and make sure that everyone is doing everything according to the guidelines that you set. But we’re actually very pleasantly surprised with what the output and the performance of the work-from-home agents. If I were to do it again, having a playbook of what we want and ways to overcome work-from-home obstacles to provide to the agents on the onset of something like this would’ve been very, very useful. So hopefully it’s something that we can have in the future.
Jim Lynch (00:54:20):
Awesome. Thanks. Well, let’s dive into a couple more of these questions. Jason, let’s start this one with you, [inaudible 00:54:24] your way. It’s, “What are your thoughts about leveraging technology, specifically bots, to prioritize customer needs when they get in touch with the customer service department? And how do you think it’s perceived by the client?” So you talked a little bit about technology that you did up front. Maybe changing IVRs and stuff, which is bot-ish, but maybe not hardcore [inaudible 00:54:43]. But what are some of your thoughts on how it’s been perceived by the clients?
Jason Swift (00:54:46):
Yeah. So during the pandemic, we rolled out chatbots. We did have an information base that we were able to leverage pretty quickly. We did have to add a number of things to it specifically around payment relief on the coronavirus. And folks are using that chatbot technology today. So not only were we able to drive people through emails and text messages to a self-service website, we were able to pop chat and answer any questions that they have without having an agent do that. So it’s been really helpful for us. It’s in its early stages so it’s not taken a tremendous amount of volume. But it certainly has taken a portion of the volume and has been able to provide very quick answers to consumers.
Jim Lynch (00:55:35):
Awesome. Jennifer, I’m going to fire this one over to you. It is, “Have you set aside some time to provide webinars related to personal development for your employees or where they can tune into a motivational speaker or personal self-development for 30 minutes or so?” So maybe you could just talk about how you’re connecting and are you allowing your agents some time to develop personally throughout this crisis.
Jennifer Kuechler (00:56:00):
Yeah, I think that’s a great question. We have, especially in the Atlanta area, we’ve got one of our bigger centers here. And traffic is just a bear. I mean it is what it is. And the commute time is a lot out of people’s day, right? In the morning, and then you couple that with rush hour. I mean we’re a 24/7 operation, but for those people who work more what we consider peak hours. So we have online courses that have always been available to them. But I think just in normal lifestyle, they haven’t may be taken advantage of that to the extent maybe even that they wanted to or that we’ve been able to really push that. So that’s an opportunity now that since they’re not having to commute in many instances or most all, there’s an opportunity for them to do more of that, and again, just self-enhancement. And again, we’ve put a lot of things on that pandemic portal. It’s leadership things, how do you lead in a crisis. Just anything we can find and make it applicable to our organization, we try to put that information at their fingertips and give them, to your point, give them the opportunity to really engage in that and learn from it.
Jim Lynch (00:57:18):
Now, with a couple minutes left and two more questions. This one, I’m going to ask any one of the groups that could answer. But it’s really around how you… Let’s see, “Have you had the need to onboard new agents during this period? And how did you handle training?” So before we answer that, some of this has really helped with attrition, believe it or not. People going at home, we have seen, and I don’t know if you guys have experienced, but attrition rates have started to slow. So does anybody want to volunteer to talk about how they’re thinking about onboarding? You still might need to hire. Your call lines are still going through the roof. Who wants to answer? Don’t be chicken.
Jason Swift (00:57:53):
I will answer. We were in the middle of training. So we were probably three days in before I pulled the entire floor and explained to them that we would be moving to a work-from-home scenario and really answered every question they had. And we had a couple new hires that came up to me right afterward like, “Well, I’ve only been two days on the job, how am I going to work from home? How am I going to be trained? How am I going to understand how to do the job?” And I’m like, “Yeah, that’s a really good question. We got to figure that out. I’ll let you know.” So yeah, we really had to quickly adjust. So I think there’s some positive and negative to that. And we’re going to have to figure out how that works.
Jason Swift (00:58:33):
I will say, having been a very small class, it was great to see them remotely pair up. And you couldn’t do nesting so it was side by side on the floor. But the way that they were able to give feedback and do call listening and monitoring while their partner was actually taking live calls and getting feedback from your partner within your class. And then potentially having the whisper prompt technology and such to give them feedback along the way and be supportive that way. So that’s a technology we historically wouldn’t have used. You might’ve written something on a notepad and said, “Hey, you might want to say this.” They’re actually able to whisper in. So we haven’t figured it out yet but we’re trying to utilize technology the best we can.
Jim Lynch (00:59:22):
That was great, Jason. And actually you answered the next question in that answer, I think.
Jim Lynch (00:59:27):
“How do you keep your sales staff, who generally feed off their team members, energy motivated?” I think you hit it on the head. You guys are utilizing your Slack channels, you’re building partnerships that you might not have even seen in the office. So with that being said, Todd, I think we’re going to throw it back over to you. I do want to thank Jennifer and Jason and Stephen for just being an open book on today’s webinar. I think it’s very valuable and I think other leaders are going to love it. So Todd, with that, I’ll throw it back over to you. And thanks so much.
Todd Anderson (00:59:54):
Again, thank you panel. And thank you to the audience for joining us today. We will have a recording available within the next couple days. We’ll do a writeup of this on our LendIt Academy news site. So please keep a lookout for those things. Again, thank you to Jim and Lindsay from the LiveVox team for your support. Thank you to the panel for a great conversation, and to the audience for their participation as well. Thank you, everyone. That ends the webinar. Enjoy the rest of your day.
Thank you for joining us for today’s virtual panel. It’s brought to you by LiveVox. So first, thank you to LiveVox and the team over there. Thank you to Jim. Thank you to Lindsay. My name is Todd Anderson with LendIt Fintech. I’m the chief product officer. I just wanted to give a couple of housecleaning notes before we get started. Everyone is encouraged to ask questions throughout. So you can use your questions box on the control panel. This will be an interactive session. So please, we encourage you to ask questions when you have them. At any point, you can ask them and we’ll go ahead and pass those through to the panel the computer open for X amount of time. So it gives you a bunch of usable reporting details, at least for this first couple waves when we’re trying to figure out the agents who are taking the work-from-home functionality seriously. So this gives us a lot of insight for now that we’ll be able to pivot from later.
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