Latest / The Tech Matchmaker / The Real Story Behind a Perfect Tech Match | QMetrics & SymTrain

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The Real Story Behind a Perfect Tech Match | QMetrics & SymTrain · The Tech Matchmaker

• Gina Gibson: Welcome to the Tech Matchmaker podcast. I'm Gina Gibson, founder of Think Forward, where we match organizations to customer experience technology based on your requirements, your budget, and your team. We're back for season two and we're kicking things off with something we haven't done before, a joint interview with our customer and our vendor partner together in the same conversation. Joining me today is Liz Subia from QMetrics and Dan McCann from SymTrain Liz, this is your first time on the show and our very first customer joining us, so welcome. Elizabeth Subia: Thank you so much for having me, Gina. Gina Gibson: And Dan, of course, welcome back. And you are our first returning guest. Dan McCann: ⁓ that's awesome. What a great accolade. That's my favorite thing I heard all day, Gina. Excited to be talking, especially talking with Liz, right? Gina Gibson: Exactly. So today we're going to cover the full arc, right? How the problem showed up, how the process worked, and whether the results were worth it. And for our audience, spoiler alert, they were. Liz, why don't you set the stage for us and tell our audience what QMetrics does and what your role is there? Elizabeth Subia: Yes, of course. Thank you so much. So again, my name is I am the Director of Communications and Engagement at QMetrics ⁓ Part of that role is managing the contact center. And what QMetrics is, is really a pod different things. We are a consulting firm in healthcare, but we do several different things. One of the things we do is surveys on behalf of our clients. And that's a survey that are regulatory required by the Department of Managed Healthcare, Department of Healthcare Services, Centers for Medicare and Medicaid Solutions. So lots of regulations that we need to follow. Aside from that, we do quality accreditation or assist health plans in reaching that goal and a lot of reporting and analytics. In a nutshell, that's what we do. Gina Gibson: Excellent. And Dan, would you briefly introduce yourself for anyone who missed your last episode with us? Dan McCann: Yeah, definitely. was hoping Liz would introduce that white, beautiful, fluffy thing in the background as well. ⁓ Dan ⁓ McCann, CEO, founder of SymTrain ⁓ is simulation training, as the name says, and it's an AI coaching platform that really delivers a continuous development and a continuous coaching process for our customers. So when you're onboarding new agents and new hires, giving them repetition, role play, reinforcement as to how Gina Gibson: I know they're so cute. Dan McCann: to apply knowledge and perform their job, and then taking that through the entire life cycle of an agent by tying that to their performance scorecards to deliver personalized ⁓ training and coaching exercises throughout the whole life cycle. Super fun, excited, and eager to hear what Liz has to say about the experience and share some amazing stories that we've had with Liz and team at Qmetric. Gina Gibson: Excellent. Now Liz, let's go back to before you and I started working together. Tell us a little bit about what was actually happening on the floor and what was breaking down and kind of who was feeling it. Elizabeth Subia: Thank Yes, so I did mention all the powers that be that we report to writer or the ones that we have to follow in order for us to make sure our jobs are being done effectively. ⁓ We are a highly regulated ⁓ company. We have to meet certain levels of quality excellence and lots of standards. That being said, a lot of our leadership team was spending time and training. rather than prioritizing other tasks or responsibilities that, you know, their time could have been used in better. I can tell you, I've been here for five years. And even before that, our JD was the one completing the trainings that SymTrain is doing for us now, because there's so much detail, because there's so many regulations, because there are so many little things that we have to program and train and look for. ⁓ just, we needed to spend the time. in those trainings to make sure they were quality trainings and they had the level of detail that all of our surveys require. So that was one of the major problems is our major pain points is all of the time that was being spent by leadership and training sessions. So just to give you an idea, one of our trainings for just one survey is a two day training. That was two leadership members or a total of 32 hours that we were spending just on training. And it was taking a lot from us. And that's where we realized we need to implement, we need to find a solution that's going to help us reduce that time, but also maintain the same level of quality in the trainings that we're performing. Gina Gibson: And what had you already tried? Clearly it had been going on for the five years that you've been there, but what did you already tried and what made you finally decide to bring in outside help rather than handling the vendor search internally? Elizabeth Subia: Yes, so initially we were doing everything in person, right? It was in-person trainings. We were using PowerPoint presentations. And then we thought, well, instead of being in person, let's record the PowerPoint presentations. They can review those and then ⁓ we'll come in for a shorter session. That didn't work. There were a lot more questions than when we were doing the in-person trainings because there wasn't somebody there to explain the terminology, the different regulations, the different companies that we're reporting to. So that didn't work. We then transitioned to doing smaller PowerPoint presentations with quizzes alongside to see, let's test their knowledge and see if they're capturing that information. ⁓ That didn't work. We have a quality assurance supervisor and we thought, okay, she knows the ins and outs of the surveys. She knows what we're looking for. Let's have her complete the trainings, you know, and we'll cut them down to be shorter. in the amount of time at least, know, that leadership is spending in them. ⁓ But she's a quality assurance supervisor. She doesn't know the ins and outs and the legalities and the, you know, the compliance standards. So that didn't work out either. ⁓ So then we realized, okay, we still need to be able to incorporate all of that, but do it through some sort of program or system that's going to help us reduce that time significantly. Because Let's be honest, you don't want to hear, let's talk for eight hours for two days in a row. I mean, if your attention span going to be there, are you really going to listen to Liz for 16 hours? So we needed to find a solution where they weren't just going to hear Liz's voice, but they were still going to capture and retain that information. Gina Gibson: And I know when we met Liz, you had kind of been looking through different solutions out there and trying to compare the different things. But I just want to walk the audience through a quick little ⁓ overview of what the process that we went through actually looked like. Because I think you had mentioned, you know, you were looking at different vendors. We don't just drop off a list of vendors. Like you and I sat down and we gathered all your requirements and we looked at what's non-negotiable, what's the budget look like. What was different in your case is most times we'll bring three to five vendors to the table, but in this case, we found the one vendor that matched your profile, not the typical short list. And so when I told you that, how were you still able to have confidence in the process that we found you the right person in SymTrain? Elizabeth Subia: Well, I'll be honest at first I thought, no, she already found one. Am I ready for it? That was the initial thought. Like, am I really ready? ⁓ But actually going through the process and you explaining it and finding really the one vendor that it wasn't only going to be a vendor. I wasn't just going to be a client. I was going to be a partner because that's what it sounded like from the very beginning. It didn't sound transactional. It didn't sound like, you know. Gina Gibson: Yeah. Elizabeth Subia: you're going to pay us and we're going to give you or deliver what you're asking for. It sounded like a partnership. I think that's really where I was like, okay, I know she found the right one. Then the nerves kick in, right? Like, am I really ready? Am I going to be able to implement this system myself? Gina Gibson: I love it. And Dan, from the vendor side, you came in through a matchmaker versus a direct kind of sale and or RFP. And how was that quality of that conversation different from your usual sales process? Dan McCann: So Gina, it's awesome because if you think about it, we're coming in from a point of credibility instead of needing to prove a certain level of credibility, right? So we can actually do that partner approach where we're dissecting the problem together, what the solution looks like, and really talking through like deployments and implementation and value equation and how we're going to measure those things together. And because they trust us, right? And they trust us because of Tech Matchmaker. of you guys and Gina, your relationship that you've built with Liz and team for the work you did. So it's an awesome feeling when you come in and it's like you're already treated like you're a vendor, like that you're already a partner, even though you're still in a sales process. And it's just, it's a way more fat, it's a way faster process. It's a, it's a way better aligned process to the problem and the problem statement. And I think like Liz and team were way more open with us, right? treated like us, like we were the consultant, you know, with you, right? And so how do we get to solution? How do we open up and be open and honest and share our problems? So we love, you know, working with, ⁓ you know, folks like yourself, Gina, because you give us that credibility going in. Gina Gibson: Excellent. And Liz, once you met Dan and the team, what made you say yes? Like what specifically did they do or say aside from the partnership approach and knowing that it would be a partnership versus vendor, you know, customer relationship? What did they say or do that confirmed they were the right fit for you? Elizabeth Subia: On a selfish level and a personal level, the way Marielle presented her demo and the way Ardie was there supporting and backing up everything she was saying, I was like, perfect. They're basically doing the work for me. But on an organizational level, Dan came in and he's like, hey, let me ask you these questions. I'll put together an ROI for you so that you guys can really see the impact that this is going to make for your organization. That, to me, sealed the deal only because We have certain values in our company, right? Agility, transparency, and that relationship focused partnership are three of our values and they hit them right on the mark. They were being transparent about their product. Then the fact that Dan's like, hey, let's meet with Jim, your boss, and I'll go over this ROI with you, this structure so that you guys see really the benefit to it. That to me spoke on so many different levels because that's really what they look for, I look at how is it gonna help me and my team? How is the contact center going to improve with this product? They look at the money, you know, which they need to. And Dan was ahead of the game on that. So to me, I was like, okay, I can sit down with my leadership team and I can go through this and I know I'm gonna get a yes because I already have all the questions that they have answered ahead of time. So that really did it. Gina Gibson: And I think that's key, Dan, because contracting, like the next kind of phase or the next step in any engagement, right, is contracting. And honestly, that's where a lot of deals sometimes go to die, right, is people not being able to come to terms. And so I think two factors, right, the partnership, the ROI up front, and I think having clear requirements and criteria labeled up front, do you believe that helped the process? When you were talking to your leadership, Liz and Dan, for you, did it make it an easier process going through the contracting and making it simpler for the customer? Dan McCann: Absolutely. And Jim, spent time with Jim since then, right? And he's commented on that same thing that Liz mentioned. Like there was an appreciation for our understanding of their decision process and how they would paper their decision process and validate that decision as well. We actually call it the sequence of events, right? What happens once Liz says, Hey, this is something I'm interested in. What are the steps that have to happen in order to get them to a point where they are making a decision? they're contracting a decision and they know that, we're working with someone who's going to go validate that data for us to make sure that, you know, that decision that we made is proven and we're getting the return on that investment. that's all of those things are really important for the sequence of events to take place. And we've been through some, like one of the things that we have is a little bit of, I think, tenacity and stick to it. Right. So in the past we've been through six, 12, even 18 month procurement cycles with, some customers, not the, the case with Liz and team but ⁓ having done that and you do it you're like hey what do need to do to get through faster get prepared better like on our end and that we could also help the client with it so yeah absolutely that that does help a lot. Gina Gibson: Excellent. And so the next phase being implementation is where promises sometimes get stress tested. So Liz, give us the honest version. What went smoothly and where did you hit some friction points? Elizabeth Subia: I will tell you that I think maybe we caused more friction than SymTrain did only because ⁓ the beginning, our timeline was this big. It was, OK, we're going to say yes, and you have two weeks to get us up and running. It was a really short time frame. ⁓ But the way that the training was set up, the structure that they had was really easy for us to follow. think for me, where I had friction was I learned it, and now I have to develop all these trainings, but I didn't have that level of knowledge to make them appear, you know, because there's different kinds of trainings. You could do ⁓ visual and it could have, you know, a lot of little detail where, you know, words are flying in or there's music. I learned the basics. So to me, I was like, no, but I wanted to do that. So it's going back to Ardie, going back to our project manager and saying, Hey, I need to learn this. I need to do this. there wasn't enough time for me to learn everything. And I was the one building and creating this. So that cost friction. I didn't have the time. There was the willingness to learn and the willingness to teach and coach, but there wasn't the time to do it. So we kind of had to split it. And that to me is frustrating because I'm a, I want to do it myself kind of person. And I realistically didn't have that time. we already, and I had to kind of split the work. So I would, I would develop the material, but then her team would take. care of creating it. And that to me was frustrating because I wanted to do it. I couldn't. I wanted to learn it. I didn't have the time. Ardie came in. The team came in. The SymTrain creators were amazing. ⁓ They took care of it. And I still need to go back because I still want to learn what I wasn't able to learn last year when we implemented this. But it was a time crunch. And that, think, was the biggest friction of it all is that times didn't meet. Sometimes I couldn't make it to certain meetings trainings that Ardie Ardie had set up. So she had to work around me. Sometimes I had to work around her. ⁓ But that was really the biggest thing is time. Time was friction. Gina Gibson: And I don't think you're alone in that being a constraint in probably the implementations, Dan, you've seen in the past as well. But I think how SymTrain a vendor, handles problems tells you as a customer more than how they handle the easy parts. Right? So, Dan, once again, wonderful for your team showing up the way they did. Was there any other ⁓ points or positives or negatives that you ran into you'd like to highlight? Dan McCann: I agree. Yeah, look, think one of the things Liz mentioned, right, is the time that she has and her team has on their side, And we'd love like announcing how fast SymTrain is. You can build fast, deploy fast, deliver fast. We lost deal ⁓ in the this year and I hate losing. ⁓ I think about losing all the time more so than think about the wins, right? And we lost the deal cause they're like, Hey, one of the things that you guys did that we didn't love is you were like too fast, right? What? Like we weren't, we couldn't keep up with you. Like you were always pushing speed and delivery and And we weren't able to keep up. So our team never did a really great job of telling about the Ardie story and the sim creators behind the scenes and all the things you get you sign up for SymTrain to get you there too if you're not ready and help get to your timeframes and your outcomes. that's really important as well. And I think one of the fun things that Liz did with our team ⁓ is help on curriculum design. it's not just the Creation of the training and building the sims so so agents can learn to perform better and faster But then how do we deliver them when where how it was spaced? Practice right variances of practice the delivery sequencing. How do we do that? So we worked with Liz over the first couple of training classes to really start to perfect that within her curriculum and and have a bigger impact by class 3 than we did with class 1 So that was a good I think lesson from for my team from Liz Gina Gibson: That's excellent. And Liz, quick question and a direct one for you. Did SymTrain deliver what they said they would? Elizabeth Subia: Absolutely delivered, 100%. I don't know if Ardie is our project manager. I don't know if she's the only project manager, but man, she's amazing to work with. She really understands what the needs are. And I'll give you an example. And I think it ties into what we're talking about now is there were some trainings that we created that we had to recreate. Not because they were incorrect, but because there were things that Ardie and her team would ask. And it was like, well, yeah, that detail would be important to include. You know, so they're learning as they're helping me create these trainings and they're asking me questions where I'm like, well, I didn't think about it because I do this on a daily basis, but they're learning in, order to create it. So yes, let me add onto the trainings. So we had iterations, you know, of the same training that we created because just more detail, more questions were coming up and, and we added to that. But on top of that, going back to what Dan said is we learned a lot from the first set of trainings. to the third set of trainings. And it showed in the impact that it made in the agents and their scoring. It was such a huge difference. Like I was having people do five iterations of a training and Dan was like, two should be enough. They shouldn't have to do more than that because then they start losing interest. And when I went back to the scoring, I was like, yeah, second, third are the highest scores. And then I kind of start ⁓ you know? So we cut them to be shorter. They retain the information. They did great when we were doing our quality assurance. It showed there says like, okay, so I'm wasting time, you know, that they could already be using on the phones. So, you know, it was, it was, it's been a lot of learning and still learning. You know, I, I've been doing this for years, five years in this specific, you know, area. And from the last time that Dan and I saw each other, I came back with a list of like 20 additional trainings to create. And it's not, you know, that my trainings aren't good. It's that, no, I can do different levels and I could do this and I can do that. And the team can learn it this way. you know, it's, it's evolving. It's, it's growing. It's helping me make my agents better and have less questions. So it's just been great. Gina Gibson: That's wonderful. Dan McCann: Gina, I was asked to do a keynote for one of our ⁓ partners, one of our BPO partners, and Liz is a customer of theirs. And I said, yep, I will absolutely do the keynote as long as Liz can get on stage and do it with me. So we had the fun of ⁓ delivering the keynote for ⁓ a customer, annual customer get together event together. So that was awesome. Gina Gibson: That's fantastic. And I was just going to say, think the process that Liz is describing, like the rewriting or whatever, that's a normal thing to happen. Isn't it Dan? Like we're after maybe the first training, you're like, ⁓ okay, we can gain efficiencies here. So let's rewrite it and shorten them or whatever. So the process you went through, I think is typical, or do you want to talk to that a little bit, Dan? Dan McCann: Yeah, look, at the end of the day, there's two things that we've learned, right? And I talked about hating losing. So you learn more from your losses and your punches in the face sometimes. But one of the things we learned is you have to create good sims in order to develop the right behaviors and practices, right? So that's really important. And then the second is how you deploy those sims and what sequence and timeframes in order to drive, quite frankly, the neuroscience of learning, right? And coaching, right? Because people have to lean in and get excited about what what you're asking them to do, not think about this thing as a penalty or punishment, right? And how do I do this where this is supporting my journey as a learner? And of the things Liz learned is like, hey, if I have somebody spending time to do 15 sims in SymTrain versus two, like that's awesome, It's like, well, maybe they're just wasting time on purpose, right? So you're learning things through behaviors inside of a technology and a platform about people ⁓ that's directly related the the scorecards that are coming out of SymTrain, right? And we're telling you how well they're performing, what their handle time is, know, what's the probability of a higher CSAT, you know, ⁓ what's their accuracy rate all inside of SymTrain But then when you look at activities in there, you can tell about human behavior as well and probability of how well they're going to perform in role and on the job. So those definitely ⁓ things that clients have to do all the time. And then absolutely, it's an iterative, think learning is an iterative approach, right? You build a product, you're doing design thinking, right? You're giving it to a customer saying, love this, but this is okay, improve that. Then you give them the next phrase, and hey, what about this, right? And that's same thing with learning how to perform anything and apply knowledge. So when you have a client who leans in, builds the content, gets the feedback from the team and the outcomes of the performance on the floor, and then they're willing to go back and make some adjustments to that content, that's when you really have a great outcome in how you're going to develop human talent over time. Gina Gibson: And since we're on the topic of stats, let's talk about results. So give us some specifics, Liz, like how did your ROI improve? ⁓ I know that's a lot of what the audience is, you know, they love numbers, love stats. And so let's talk about whether implementing a process like this is worth it and what you're actually measuring and how the numbers look so far. Elizabeth Subia: Ahem. Yes. So one of the things I mentioned earlier is the time, right? The amount of time that it took away from us. ⁓ So SymTrain helped us with training time, reducing the amount of human time dedicated to being part of those trainings. We became more efficient, our agents became more efficient, and we've reduced coaching. ⁓ All great impacts, all what we were looking for to make sure that the system could do it, but we're speaking numbers, right? So. When we started training, we were spending 32 hours, human hours in training sessions. From those 32 hours to when we implemented SymTrain, those hours reduced to four hours. And that reduced to four hours only because I still like to introduce myself. I still like to introduce the company and I still like to have a Q &A session at the end of every training day, you know, just to see if there's any ⁓ areas that they need to address or that they have. additional questions on. Four hours is all it took me this year. Or I should say 2025 because we haven't started our surveys this year yet. But we went from 32 hours to four hours, which is fantastic. Fantastic. You're taking a director and a supervisor away from this training and letting us, you know, complete our other competing priorities, which was great. We were able to set up for our survey year for the following year. Gina Gibson: Mm-hmm. Elizabeth Subia: It was really, really helpful. What does that translate to is about close to $14,000 of cost saved when it comes to trainers, which is I think fantastic. Where can I apply that in my contact center next? Who can I give a bonus to? What else can I do? Gina Gibson: Yeah. Dan McCann: Yeah. And Liz, I was actually going to say closer to 28K, right? Cause it's not just those two people and the trainers, but it's the trainees and that impact that they're not actually having in production cause they're still stuck in training too. So. Elizabeth Subia: Yes! Yep. You're right. And on top of that, 20 % of training time, you know, we're saving 20 % of training, which is great. It is fantastic. It's just been so, so good. So good. So 432 hours, I think, all together of training that have been reduced because we do have right, it's three different trainings that we do because we work with three different contact centers. So combining that all. Gina Gibson: Wow. Elizabeth Subia: I think Dan, told you from the beginning, I'm not good with the numbers, so thank you for correcting me there. that's what it comes down to. It's a lot, a lot of time, hours, and money that we're saving. Gina Gibson: you Dan McCann: Yeah, sorry. Gina Gibson: And Dan, is this typical? Is Liz's a typical response or is Liz a lucky customer? Dan McCann: Yo. ⁓ No, look, I mean, at the end of the day, know, the numbers come out to what they come out to. It's almost like $3,500 per agent per year. Right. And you allocate that across agents. Like we have clients with 10,000 agents and they're, and they're reporting $20 million. Right. It's like really $20 million. That seems like a lot, especially for a product that, you know, is not even costing you, you know, seven figures to, to purchase. And, and, and, the answer is like, that's not a lot, right? It's all it's per agent. It's not a whole lot, And Liz said 450, 480 hours, but yet the math says it's about $1,000 they're saving per hour. That's a half a million, right, across how many agents, Liz? 30. Elizabeth Subia: 30, 31. Yes. Dan McCann: 31, right? So you do the math and so all of a sudden it's like you'd multiply that times a thousand, 10,000. You're saving half a million against 30 agents. Think about what you're going to do on 10,000 agents. So yeah, absolutely. Maybe the savings aren't as much per agent, but it's still, it adds up, Gina. Gina Gibson: It adds up, And Liz, if you had to name the single decision that made your project succeed, what was it? Elizabeth Subia: ripping the bandaid off, saying I'm not going to spend another year, you know, speaking to people 16 hours. SymTrain going to take care of all of it. You know, they didn't hear Liz's voice until those Q &A sessions because SymTrain has like a hundred different voices that we can pick from. ⁓ But it was really, you I have a hard time not with change, but with letting go. Gina Gibson: Hahaha ⁓ you Elizabeth Subia: And this was one area where I was ready to let go and I didn't want to do it in sections. I didn't want to say, well, you know, I'll do the training, you know, half of the time, and then I'll have them go on SymTrain I just ripped the bandaid off and I said, no, it's SymTrain 100%. And that gave us a lot of valuable lessons. And it also showed me how much more prepared we are than what we thought, you know, we had all our deaths in a row when it came to documentation and training, transferring all of that into SymTrain and making it. easy and fun for the agents to learn, you know, was even better. And that's what we did. I really transferred all that knowledge into SymTrain and SymTrain took care of the rest. Gina Gibson: What's one thing you wish you had known before you went in that you may have done differently? Elizabeth Subia: all the ideas that were gonna come off of the first few trainings I recreated. So now I'm stuck here and I'm saying stuck, but I'm stuck in a good way. And almost every day I'm writing down, create a training on this, add this to a training. So many other trainings. I'm at the point where I'm ⁓ actually talking to our team about transferring all of our policies and procedures and desktop processes, administrative ones into SymTrain That way, you know, when we're onboarding a person, I don't need to take the time to explain them. I just have them on SymTrain and have them go through there to complete that training. So it's just ideas after ideas. They keep coming. We're looking to expand into other departments because it has been great in the contact center. And I think it'd be absolutely beneficial in other areas of QMetrics as well. Gina Gibson: That's fantastic. And Dan, what did QMetrics do as a client that made your job easier and the outcome better? Because we all know, implementation is a two-way street. ⁓ Dan McCann: Yeah, look, mean, that iterative piece, right? That is a two way street, right? And so sometimes it's hard for my team to share feedback with a customer, right? And sometimes that feedback is, hey, we got to make some adjustments, right? We deployed and, and, you know, they're getting better, meaning my team is getting better at becoming more proactive in that communication. And Liz was like, no, bring it on. I want to know more. Tell me more. Right. And so it makes it easier for somebody like, like an arty. right, who's working with her and knows, hey, I need to share these things, then do it. Like if you don't, that's mean, that's not nice. You're not doing the right thing if you're not sharing that feedback with your customer like Liz, but Liz made it so much easier because she's like, please give it to me. I want more and I want to get better. And I want to make the experience with SymTrain better. So that was a big lesson learned for my team. Gina Gibson: That's excellent. Elizabeth Subia: I think that's what make, sorry Gina, I was just gonna add on. I think that is a key reason of why I decided I'm just gonna rip that bandaid off and I'm gonna do it because they made it easy. They've shared that feedback. They helped me grow along with what we were developing in SymTrain, always open to feedback and Ardie was great at providing it. I think she did hesitate a little at the beginning, but once she saw, hey, Liz is open to it, she let us have it. Gina Gibson: Well, I'll tell you, looking from the cheap seats, like from the outside in, what I observed, like, and this isn't always present, so, and I mean this as a compliment to both sides, but Liz, you didn't wait for permission to get started. Like you were in there, sleeves rolled up and deep going, building as soon as you got access to the platform. And that kind of client energy, it could make a vendor scramble, or they can rise to meet it. And Dan, your team just shined Right? Like you guys were there, there was no lag time, there was no renegotiation of scope. It just seemed like everybody knew what they were there to do and they did it. From the outside. That's it looked like. And now Liz, I know we talked a little bit about redoing, but where do you go from here? So you've talked about you're going to use SymTrain and other parts of the company. I know you guys mentioned you're probably going to redo some of the other scripts. Talk to us a little bit about how you're... the evolution of how you're gonna use a product is going. Elizabeth Subia: Yes, so there is revamping happening, but there's also the creation and development of new trainings for the contact center because again, I'm a little selfish when it comes to what I'm doing. I'm the contact center. ⁓ But we have about 10 different areas in the company, 10 different services that we provide. And they're all very unique and very niche to the healthcare industry. So getting SymTrain to transfer over to those areas so that it is easier for our other leadership members and our other managers and directors to work through and train their staff. ⁓ As you know, we're a small company, tiny but mighty. We lean a lot on our consultants and our temporary agents. So it's easy to have them come back and support us. It'd be even easier once SymTrain is set up for them to, you know, refresh their memories and just have, you know, those have them retrain on something. It's a refresher training. It's not a full training. It's already having that information in one spot for them to access and be able to jump in to those projects as soon as they come in. ⁓ I can't stress it enough the amount of time that it saves and how much shorter these trainings are, but they still include all of the quality and all of the detail that are required. You know, and they're short. It's a four or five minute training, you know, and then you're jumping onto the next one. So really transitioning that to our other team members. I've already started with one. She's already working on her training so that I could get her to jump into SymTrain. And Ardie's already working with me so that, you know, she can set up additional training and support for her ⁓ is where we're ⁓ But really that and, you know, exploring a little more on AI and ⁓ areas. But yes, we're moving to transition it to the rest of the organization. Gina Gibson: That's excellent. And then what does the roadmap look like for SymTrain and how does a customer like QMetrics help shape where your product is moving towards? Dan McCann: Yeah, look, from a roadmap perspective, know... We spent the last two years heavily focused on generative AI to create faster, easier, We're fixing some of those friction issues for our customers. So we are the fastest, right, in the world at creating content and delivering that customized content for everyone. So that's part of the roadmap. ⁓ Automatically creating visual simulations that tie in software navigation and conversations, ⁓ you know, just from either screen recordings or point and click capture and then create those into SIMS. That's awesome. Continuing to do that with the call recordings in a performance management, C-Cast, and a connected coaching environment is a really big part of our agentic AI approach and how we deliver that feedback and that ROI right into the portal of SymTrain, And from a learning perspective. So those are all things that we geek out on and we're super excited about. And yeah, we have customer advisory boards giving us feedback, telling us here's where we can do better. Here's what will help us continue to grow and that helps SymTrain continue to grow. That and referrals from our partners like Think Forward. Gina Gibson: Excellent. Do either of you have any Thank you. Do either of you have anything you want to add about the process or the technology or your overall experience before we wrap up? Elizabeth Subia: Just a thought and to me, I've been in the healthcare industry for over 20 years. I've been in customer experience for the majority of those 20 years, but more dedicated to contact centers for the last 10 years. And one of my questions is always, am I keeping up with the times? Am I keeping up with technology? Am I doing what I need to? Is my mind there? Am I reading enough? Working with you both has been just great. It's been fantastic. know, Gina, can lean on you and think forward if I feel like I'm failing in an area or I have questions, but I don't know that I'm wording them correctly. Or maybe there's gaps in the questions that I have and I need somebody there. I know that I can lean on you for that support and for that help when it comes to technology because I'm an auto technology wizard by any means, you know, so. it's been fairly easy to work with you and be vulnerable to knowing that I don't have all the questions and I don't know what I have to ask every time. So that's been great. But also with Dan and his team, I get notifications, I think at least two or three times a week about what's changing, what's happening, and little webinars on how to keep up with the times. So that's also been. Dan McCann: Yeah. Elizabeth Subia: very, very helpful and encouraging to me to keep pushing and to keep looking for other ways that I could support my contact center and do other things. Gina Gibson: That's wonderful. And you know, Liz, thank you for that. And think forward exists because the right match really doesn't happen by accident, right? It happens when you get the requirements right before a vendor even steps in the room. So ⁓ Liz and Dan, thank you so much to both of you for telling the real story. And I know our audience is going to find it valuable. So if you're navigating a technology decision, contact center, AI workforce management, analytics or training. and you want a structured vendor neutral process that puts your requirements first, reach out to us at Think Forward. And until next time, keep matching smart and thinking forward.