Supporting clients through lockdown
Alexandra Ohrman is Customer Success Lead at Atticus DQPro and having recently joined gives her take on what she has seen thus far in the London market
It’s important to draw whatever positives we can out of a tough 2020. The London market deserves much credit for its resilience during the pandemic – perhaps more than expected given the reliance on technology required to keep the wheels turning.
Despite starting 2020 behind the technology and automation curve, relative to some other sectors, insurance companies have shown their mettle, functioning remarkably well throughout the Covid-19 crisis.
London remains a conservatively-minded insurance market, accustomed as it has been to three centuries of working face to face. However, there’s a recognition that going back to the old ways would mean falling behind. Clients are finding they don’t need to do things the way they did previously and are more open to change than I had expected.
I come to the insurance market with an outsider’s perspective. My experience has primarily been in working for technology companies and, at DQPro my role is to think about how we can best support our clients, to improve their user experience, and to ensure their ways of working are as efficient as possible.
We’ve seen a steady pipeline of new client relationships coming onboard in recent months, with three pilots in addition to the number of clients already up and running on the DQPro platform, while the product itself typically undergoes twice yearly updates.
All clients grapple with data confidence and governance issues amid the parallel and sometimes related challenges of the remote working environment and we have had to find new ways of working with all installations, deployments and onboardings happening online.
We are seeing technical issues emerge for our clients, as they continue to embrace new approaches during social distancing and remote working. It can take time for clients to discover these challenges, just as it takes time to build relationships. My own role has been among those hamstrung by a lack of face-to-face contact and, as at the time of writing, it doesn’t look much like we’ll be doing face to face meetings anytime soon, so we’ll continue to adjust to this new normal.
Looking at the ways for measuring success, there are so many moving parts that go into the customer success role, how the product and client achieve their aims, how they use products, and different layers to client relationship building.
My own focus is on seeing the value we bring to clients without just relying on them telling us about it. In part this means a focus to understand what success means in the context of individual clients, as well as creating a more structured way for managing how we bring clients on board and then work with them to ensure they’re getting the most out of DQPro.