Yeah

...

I don't wanna downplay that.

Um, but the front lines, right? I mean, they're the ones that have to have those difficult conversations with customers, and they were the ones that were really open to, "Yes, I want help." Um, w- wasn't positioned as, oh, there's this whole new CX thing we're introducing, but it was more of really understanding what are those obstacles that the representatives are facing? What are the business priorities that we have, and how can we think about them differently to really transform how we're delivering, um, solutions for both internal customers, those, those call center representatives and coaches and everybody involved, and ultimately the external customer.

And so it really was a great place for us to start, and we kept the rest of the organization aware of what we were doing but didn't really push any other departments, um, for several years until it kind of got to the point where it was like, okay, we can't just keep having this be something that the front line is responsible for in terms of driving those loyal relationships.

We need everybody in the company thinking from that perspective.

And so we slowly started to pivot and, and kind of include more departments, um, and more groups.

Um, you know, when you think in agent experience, where does your mind go?