In an effort to understand what customer success looks like from the customer perspective, we conducted a study of software professionals responsible for managing, implementing, or administering software-based initiatives within a business environment.
When we started RFPIO, my primary concern was to get that first customer. That kept me up at night. Then, my focus turned to fundraising. Now that we have more than $25 million in funding and thousands of users, we’re in a great spot, but I’m still very focused on making sure we are doing everything that we can to support our customers.
I propose that beyond hiring qualified women to fill job vacancies, the most good I or any software executive can do to narrow the gender gap in the workplace is to leave the workplace. When it comes to gender and diversity in tech our responsibility as leaders extends beyond the office walls. We have a pipeline problem, and we can either wait for someone else to fix the pipeline, or we can fix it ourselves.
I recently had the chance to sit down with Pete Tantillo, CFO and COO, and Elliot Goldman, finance director for RapidRatings. RapidRatings provides sophisticated analysis of the financial health of public and private companies around the world. The company’s analytics system provides predictive insights into third-party partners, suppliers, vendors, customers, and securities issuers, and is transforming the way the world’s leading companies manage enterprise and financial risk.
“Why should I give my users ad hoc reporting? They don’t want to create reports. Half of them barely use Excel.” — We get variations on this question from software vendors all the time. They know their product needs some kind of analytics engine to stay competitive in the market, but they’re reticent to make user-generated reports a priority because they’re concerned introducing a new, complex tool will alienate users and hurt adoption.
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