>> From the heart of Silicon Valley, it's theCUBE covering Comcast Innovation Day. (smooth music) Brought to you by Comcast. >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're at the Comcast Silicon Valley Innovation Center here in Sunnyvale. Very cool facility right off the runway from Moffett. They got a ton of cool toys downstairs which I get to go play with, which I'm looking forward to, but today the conversation was all about CX, customer experience, and you know, Comcast is there. A lot of people like to watch their TVs, interacting with their cable systems for a long, long time, but there's a whole range of new and innovative things that are coming out from Comcast, and we're excited to have an engineer who's kind of down in the bowels here in the engine room building all this stuff. So like to welcome Mike Fine. He's a cable software architect for Comcast. Mike, great to see you. >> Likewise. >> So you had a really cool demo earlier, which is not a demo, right? I think this thing is-- >> Production. >> Now in production, it's called the X1 Eye Control. I think most people know what X1 is. What's X1 Eye Control? >> Yeah. X1 Eye Control is a web application that integrates with off-the-shelf accessibility hardware, so that could be a Tobii eye gaze rig, it could be something called a sip-and-puff, which let's users use their inhalation and exhalation to control the application, or any other off-the-shelf accessibility hardware that can mimic a mouse to a piece of software. >> Too, it's-- >> Yeah. The goal of the project was pretty simple. It was to let people with ALS and other conditions control their TVs independently. >> That's amazing, and you showed a great video. The gentleman on the video is using I think an eye gaze method, but you said you've got integrations to a number of different, you know, kind of ADA-approved interface devices. >> That's right, the journey that this project has taken has been interesting. We started with just the ALS use case, which was the eye gaze, but it turned out that one of our early users had control over his voice, which is somewhat unusual for ALS patients, and so he asked whether he could control it with his voice, so we did that work through he had Dragon NaturallySpeaking, which was nice, so we did that work, and then of course given that we have the voice remote we decided could we make voice work for everybody, which we did, so now the application is on par with a physical remote, and then we even went further and let people type in voice commands, so in case somebody who's perhaps mute or had a speech impediment, or some sort of speech pathology issue that prevented them from using a voice, they could do that as well. >> It's really interesting, I mean you guys have so many kind of interface points to an ecosystem broader than simply what's available at Comcast, whether it's on the front end, as you said, with some of these interfaces with ADA devices, or on the backend if I want to watch my Netflix or I want to watch YouTube, or I want to watch, you know, a different service. You guys have really taken, you know, kind of an open, integrated approach to all these, one might argue, competitive threats to really bring it in as the customer wants to experience. Why did you do that, what's kind of the philosophy driving that? >> Yeah, well, the first thought that comes to mind is that none of it's possible without the right cloud APIs, so somebody very visionary years ago made the decision that everything you can do on your TV or on the mobile app you can do through the cloud, and so a project like this couldn't happen unless it was possible for a piece of software that somebody invented well after the fact to cause a TV to change channels unless there was that underpinning, so like any other piece of software it's a bit of an iceberg. There's a lot of stuff underneath that you don't realize as a user-- >> Right. >> But it's there and that's what makes it possible. >> Right, I'm just curious about some of the challenges in terms of moving UI and UX forward into places that people are not familiar with. And I've joked about it on a number of these interviews that, you know, I still get an email, not only from Comcast, but from Google and from Alexa, suggesting to me ways in which I might use voice. You know, as you sit back from a technologist what are some of the challenges you guys, you know, kind of anticipate, what are some of the ones you didn't anticipate, and how do you help us old people, you know, find new ways to interact with the technology? >> Yeah, it's a great question. I mean there's a lot of us here that spend our days solving that exact problem, right? Part of it is is notifying you of interesting things through SMS or through mobile push, or the messages on the TV, so your team is playing in a game that you want to see, a movie that you've declared interest in has become cheaper, become free, or maybe even buyable if you wanted to do that. Obviously there's lots of AI and ML in terms of putting recommendations in front of you based on your viewing habits, based on broader trends across, you know, because you watch this, other people watch this, so we know this is probably a good solution for you as well, but yeah, we're all, there's a large number of us trying to optimize what we call "time to joy," from the time you pick up your remote to think about what you want to watch to the time you're actually watching something you want to watch; make that as seamless as possible. >> Preston said you guys get like a billion voice commands, what was the period of time? >> A month. >> A month. >> A month, yeah. (chuckles) >> So obviously a big, giant new dataset for you guys now to have at your disposal. >> What are some of the things that you're learning from that inbound, what can you do with it, how do you, you know, now use this direct touch with the customer to, again, kind of recycle and have another iteration on improved experience? >> Right, so voice is a lot like a text chat, like a bot interface in that it's an experience where users are telling you exactly what they want to do, so if a user sits in front of a traditional web application or mobile application and has trouble finding what they want to do, they can't figure out what button to press, what screen to go to, you have no idea, right? You can't infer that they're having a problem, but with voice or somebody interacting with a bot, they type exactly what they mean, or they say exactly what they mean, so we can mine those voice commands and find the popular ones that we don't at that point have implemented, and if we can iterate on that cycle fast enough we can quickly introduce new voice commands that our users are literally asking for as quickly as possible. >> Right. What about the stuff that customers are not asking for, because right? There's one line of thought, which is the customer knows best, but the customer doesn't know-- >> That's right. >> What they don't know. So how do you guys continue to look for more kind of cutting edge stuff that isn't necessarily coming back through a feedback loop? >> Right, yeah, so it's an interesting question. So we're trying to add other non-TV use cases into the mix, right, so controlling your IoT devices at home, controlling your security, seeing your cameras through the Set-Top Box, and so on. So you know, until those use cases exist nobody's asking for them, and so you do have to be a bit visionary in terms of what you want to put out there as voice commands. You know, luckily we have people who, well, we're all customers of the platform generally, so we know what it means to be a user, but you know, we have people that talk with users and have a general sense of what they want to do, and then we figure out what the right commands are. >> Right, not voice specifically, but let's unpack a little bit deeper into the impact of IoT. You know, Nest probably was the first kind of broadly accepted kind of IoT device in the home, and now you got Ring, which everybody loves to take pictures of people stealing their boxes from the front porch, but that puts you guys with the internet connectivity in a very different place than simply providing a football game or the entertainment. So as you think of your role changing in the house, specifically with now these connected devices, how do you think about new opportunities, new challenges that being the person in the middle of that is different than just sending a TV signal? >> Yeah, there's a lot of talk about trying to be the home OS. Certainly we are in a unique position being in the home, both in terms of the router and the internet, but also, you know, often frankly you know when your system's setup a human being came in and helps you understand how to best position the physical devices in your house, and so on, that other companies don't have, right? Those vendors just don't have that builtin advantage. Clearly security has become a big thing for us. Home automation, I sit very close to that group. They're doing amazing things with automating rules like, you know, "Tell me when my door's been open too long," and these sort of things, and so more and more the use cases start to converge, that, for example, when you say, "Good morning," we have this idea of scenes, all right. So when your morning starts you not only want to tune the TV, but you also want to crank up the lights and unlock the door and open the windows, or whatever, and when you go to bed, so the actions that are involved in those use cases span not just TV and not just internet, but all of it. >> Right, it's just funny because I don't think Comcast would be the first name that people would say when they're talking about voice technology and the transformational impact of voice technology, right? They're probably going to say Siri was the first and Alexa's probably the most popular, and you know-- >> Right. >> Google's got Lord knows how many inputs they have, but you guys are really sitting at a central place, and I might argue it's one of the more used voice applications-- >> Absolutely. >> Out there, so from kind of a technology leadership perspective you guys have a bunch of really unique assets in terms of where you are, what you control, what you're sitting on in terms of that internet. You know, how does that really help you and the team think about Comcast as an innovation company, Comcast as a cool tech company, not necessarily Comcast as what used to be just a cable company? >> Right, right. Well you know, as somebody in the valley with friends in the valley it's always interesting to try to differentiate reality from the view that many people have. You know, this is definitely much more than your dad's cable company. It's a consumer and electronic company as much as anything else. We very much position ourselves with all the, you know, with the FAANG companies, et cetera, so you know, when we talked about CX it's no longer the case that whatever's passable for a stodgy cable company passes as CX anymore. Now you're being compared to a set of customers, companies that are providing fantastic user experiences for their customers, and you're being held to that standard, so you know, there's a lot of pressure on us, which is great; we like that. We want to produce fantastic products, and yeah, I don't know if I have a great answer in terms of how to move forward in terms of melding it all together, but we have a lot of smart people in the hallways making that happen. (chuckles) >> So last question is really the impact of AI, because you know, we cover a lot of tech events and a lot of talk about AI, but you know, I think those of us around know that really where AI shines is applied AI in specific applications for specific U cases. So how are you guys, you know, kind of implementing AI, where are some of the opportunities that you see that you can do in the future that you couldn't do the past, whether it be just with much better datasets, whether it be with much faster connectivity and much better compute so that you can ultimately deliver a better customer experience using some of these really modern tools? >> Right, so some of the work is just making what you already do or experience better, so for example showing you recommendations, right? Just make that algorithm better, and so there's a great deal of effort, as you might expect, at a company like this on that problem, but there's also work being done to just take any interactivity between you and the system out of the picture completely. We talked a little bit about this earlier, that, for example, we're working on technology that when you turn your TV on in the morning it should probably tune to the channel that you normally tune to in the morning. That's a pretty simple problem, in a sense, but you know, if I watch your viewing patterns and I see that you turn on a particular news show in the morning, why should you have to pick up the remote and change it from what you watched the night before to that channel? It should just happen. We talked about the Smart Resume stuff, that's obviously a fantastic use case for end users, so there's, you know, it's not surprising it's being used all over the technology set. It's in the home automation world. You know, it's in A/B testing, so trying to figure out the right cohorts to try different things in front of, so it's everywhere as you would expect. >> Right, right, it's pretty amazing. I mean there's just so many things going on, you know, kind of under the covers, some that we can see, some that we can't see where you guys are really kind of progressing, you know kind of the leading edge, cutting edge customer experience with something that people interact with every single day. >> That's right. >> Yeah, cool stuff. Well Mike, thanks for taking a few minutes. Congratulations on the Eye Control; really a cool story, and look forward to more publicity around that because that's a really important piece of technology. >> Thank you very much. It's been a pleasure. >> All right. He's Mike, I'm Jeff, you're watching theCUBE. We're at Comcast Silicon Valley Innovation Center. Thanks for watching, we'll see you next time. (smooth music)

>>from the heart of Silicon Valley. It's the Q covering Comcast Innovation Date to you by Comcast. >>Hey, welcome back it ready? Geoffrey here with the Cube were in the Comcast Silicon Valley Innovation Center here in Sunnyvale, just off the runways here. Moffett feels really cool place, a lot of fun toys and gadgets that I have not got to play with yet, but I got to do before I leave. But the conversation today is really about customer experience. We had a small panel this morning of experts talking about customer experience. What does that mean? How do we do a better job at it? And we're excited. Have an expert brought in just for this conversation. She's a net Franz, the founder and CEO of C X Journey, and it's great to see you. >>Thank you. Thanks for having me. Glad to be here. Absolutely been a fun morning. >>What did you think? >>What were some of your impressions of the conversation this morning? You know >>what? It's always great to sit in a room with so many people who have been living and breathing this customer experience journey. And so it was great to hear what Comcast is doing. It was great to hear from some of the other folks in the room. What are some of the latest trends in terms of data and technology and where customer experiences headed? Yeah, it was awesome. >>So customer experiences, it's >>a little bit over. It's almost kind of digital transformation a little bit. Everyone's like experience, experience, experience. And that's a big, complicated topic. How do you help customers really kind of break it down, make it into something manageable, make it into something they can actually approach and have some success with >>us? So I spent a lot of my time working with clients who are brand new to this field, right? I had a former boss who said that they can't even spell C X. Right. So yes, so So yes. So I go in there and I really listen and understand what their pain points are and what they need help with and then get them started on that journey. Basically, soup did not see X strategy work. We typically start out making sure that the right foundation is in place in terms of the executives that they're all a line that they're all committed to this work. The culture. We've got the right culture in place. We've got, you know, some feedback from employees and from customers of what's going well and what's not. And then from there we dive right into a phase that I call understanding. And that's listening to customers listening to employees developing personas so that we can really understand who customers are and who are employees really are, and then also journey mapping to really walk in their shoes to understand the experience that they're having today and then design. Use that to design a better experience for tomorrow. So there's a lot of work that happens up front to make you know the things that we talked about in there this morning. >>Right? Happen. What's the biggest gap? Because everyone >>always talks about being customer centric. And I'm sure if you talk to any sea, of course, were customer centric and you know, we see it would like would like Amazon Andy Jassy and that team is just crazy hyper customer centric and they executed with specific behavior. So what's the part that's usually missing that they think their customer centric, but they're really not? >>Yeah, I think you just hit the nail on the head with the word execute, right? So there's a stat out there that's been out there for forever, and we know it. Every single company, every single business interviews or surveys us to death, right? So they have all this great feedback, but they do nothing with it. They just don't execute. They just don't act on it. And they've got such rich feedback and and and customers want to tell them, Hey, you're doing this well behaved. This is not going so well. So please fix it because we want to continue doing business with you. And so, yeah, it's about execution. I think that's one problem. The other problem is that they focus on the metrics and not on actually doing something with the feedback >>temporary experience. Do they just ignore it? Do they not have the systems to capture it? Are they are they kind of analysis? Paralysis? He just said they have all this great data, and I'm not doing anything about it. Why >>there it is that, too Analysis, paralysis. Let's just beat the numbers to death and and what's the What's the quote about beating the number until the beating the data until the talks >>kind of thing. You know, I don't know that something. I know I'm just mess that, >>but But yeah, they don't have the system in place to actually. Then take what they learn and go do something with it. And I think a big part of it. We talked about this in the room this morning, too. Was around having that commitment from the top, having the CEO say, Listen, we're doing this and we're going to when we listen to, our customers were going toe act on what we hear, So But they don't They don't have the infrastructure in place to actually go and then do it >>right. It's pretty interesting. You have, Ah, a deck that you shared in advance Eight Principles of customer centric city. Yes. And of the aid three are people people before products people before profits people before metrics. That sounds great, but it sounds contrary to everything we hear these days about measure, measure, measure, measure, measure. Right? It's human resource is it almost feels like we're kind of back to these kind of time. Motion studies in tryingto optimize people as if they're a machine as opposed to being a person. >>Yeah, well, it's It's not, because we have to. The way that we could think about is we have to put the human into this. That's what customer experience is all about, right? It's about putting the human in the experience. And it's interesting that you bring up that back because when I opened that talk, I'm show a comm your commercial from Acura, and it's if you've never seen it. It's called the test. If you can google it and find the video and it's really about. If we don't view them as dummies, something amazing happens. That's the tagline, right? And so it's really about people. The experience is all about people. Our business is all about people. That's why we're in business, right? It's all about the customer. It's for the customer. And who's gonna deliver that? Our employees? And so we've got to put the people first, and then the numbers will come >>right. Another one that you had in there, I just have to touch on was forget the golden rule, which which I always thought the golden rules of us. You know, he has the gold makes a >>rule. You're talking about a different golden, which is really treat. Treat others >>not the way you think they want, that you want to be treated but treat people the way that they want to be treated in such a small It's the pylons, but it's so important. >>It's so important. And I love this example that I share. Thio just recently read a book by Hal Rosenbluth called The Customer Comes Second, right, and to most people, that seems counterintuitive, but he's really referring to The employee comes more first, which I love, and I'm the example that he gives us. He's left handed and he goes into a restaurant. He frequents this restaurant all the time, and until I read this story, I never even thought about this. And now that I go to restaurants, I think about this all the time. The silverware is always on the right hand side, but he's left handed, so this restaurant that he frequents the waitress. He always seemed to have the same waitress she caught on, and so when when he would come into the restaurant, she would set the silvery down on the left hand side. for him that's treating people the way that they want to be treated. And that's what customer experience is all about, >>right? One of the topics that he talked about in the session this morning was, um, the reputation that service experiences really defined by the sum of all your interactions. And it's really important to kind of keep a ah view of that that it's not just an interaction with many, many interactions over a period of time that sounds so hard to manage. And then there's also this kind of the last experience, which is probably overweighted based on the whole. >>How do people >>keep that in mind? How did they How did they, you know, make sure that they're thinking that kind of holistically about the customer engagement across a number of fronts within the company. >>Well, you've got to think >>about it as think about it as a journey, not just touch points, not just a bunch of little touch points, because if you think about just the last experience or just a touch point, then you're thinking about transactions. You're not thinking about a relationship, and what we're trying to get at is customer relationships and not just transactional, you know, it's it's they're in, they're out, they're gone, right? So what? We want relationships. We want them to be customers for life. And and that's the only way that we're gonna do it is if we focus on the journey, >>right? What about the challenge of that which was special suddenly becomes the norm. And we talked a lot about, you know, kind of consumers ations of i t. Because as soon as I get great results on a Google search or, you know, I find exactly what I need on Amazon in two clicks and then to take that into whatever my be to be your B to C application as when Now those expectations are not being driven by what I promised to deliver. But they're being driven by all these third party app said. I have a no control up and they're probably developing at a faster pace of innovation that I can keep up housing people, you know, kind of absorb that deal with it and try to take some lessons from that in the delivery of their own application >>essay. You you brought up two things there which I want to address the 1st 1 to which was about the delighting customers. But to answer your question is really about focusing on your customers and your customers needs on. And that's why I talk a lot about customer understanding, right? It's it's about listening to your customers. It's about developing personas and really understanding who they are, what their pain points are, what their problems are, what needs. Are they trying to solve our problems? Are they trying to solve on and then walking in their shoes through journey, mapping? And that understanding allows us to design an experience for our customers, right for our customers. If we don't solve a problem up for our customers, they will go elsewhere and they'll get their problems solved elsewhere, right? So I think that's really important. The first part of your question was, our point was around delighting our customers, and you're absolutely right. We don't have to delight customers at every touch point. I know that's counter to what a lot of people might say or think, but to your point, once we delighted every touch point, now it becomes the new norm. It's an expectation that has now been set and now delight, Where does it stop? You know, Delight is here, and then it's here. And then it's here. And so So it's It's a whole different. So my thinking on that is that most businesses cannot delight at every touch point, and they certainly don't. Um, I think we need to meet expectations and the and the only way that we can do that is to listen and understand and and and then act on what we hear. And, um, most businesses are still very primitive, even when it comes to that, >>right? Okay. Give you the last word. What's what's the kind of the most consistent, easy to fix stumble that most customers are doing when you when you get engaged and you walk in, what's that one thing that you know with 90% confidence factor that when you walk in, this is gonna be, you know, one of these three or four little things that they should stop doing or that they should do just just just get off the baseline? >>Yeah, I think it's You know what I think it >>za combination of sort of speed and responsiveness. I'll give an example. I won't mean the company, but But I thought, man, in this day and age, this shouldn't be happening, right? It was a company that I contacted. I was supposed to set up an account and they said I couldn't for it just wasn't working. I tried different browsers, just wasn't working. So I sent them and eat. First. I tried to call, but I got stuck in Ivy are hell. And then I sent an email and my the email that I got back was an auto responder. That's I will reply within five business days. >>Five business days, Thio like, really, where? Why don't you just ask me to send a fax, right? You know, So So that's the kind >>of stuff that seriously I I want to solve that e mails like really in 2019. We're still responding in five business days. That's just that's just ludicrous. I think that's one of the and it's such it doesn't cost anything to respond in a timely manner and to respond at all right now. Here it is. It's been I haven't heard from them yet, so it's been like seven days now, so >>there's that just tweet tweet at the CEO going to, hopefully the >>CEO tweets and maybe doesn't tweet. >>I know, right? Yeah, well, in >>that you know nothing about opportunity for you because this is not an easy it's not an easy thing to do is it's hard to stay up with people's expectations and to drive new and innovative products when they don't necessarily even know how to engage with those things. >>Yeah, absolutely. Yeah, The field is wide open because, like I said, there's still so many companies that are still just trying to get the basics right. So >>Well, thanks for taking a few minutes of your time. Thanks for participating. Absolutely, She's in that. I'm Jeff. You're watching the Cube worth the Comcast Silicon Valley Innovation Center. Thanks for watching. We'll see next time.

(futuristic music) >> From the heart of Silicon Valley, it's the Cube covering Comcast Innovation Day. Brought to you by Comcast. >> Hey welcome back Jeff Frick here with the Cube. We're at the Comcast Silicon Valley Innovation Center here in Sunnyvale, just off the runway here at Moffett Field. Really interesting place, a lot of cool toys downstairs. But we had a conversation today about customer experience and kind of next gen customer experience, and how to drive a better customer experience so that you have a better customer relationship, and we're really excited to have our next guest. She's Kristy Schaffler, the director of customer experience for Comcast California regions. Kristy, great to see you. >> Thank you! Thanks for having me here, I appreciate it. >> Absolutely, so it's funny, we had this great little panel discussion talking about customer experience, but you kept coming back to employees, and really leading with employees before you worry about what's going on with the customer. Where does that mindset come from and how should people be prioritizing employees for the benefit of customers? >> So, you know, honestly, it all comes back to Comcast itself. It is a very strong employee culture. And so the company began as a small company, family owned, and I think that's what's permeated throughout the company as a whole. So when we started to introduced the best practices for a net promoter system overall, it was an easy grasp, I think, for employees to start looking at how is it that I'm going to be able to help overall? Because I think they're all out there trying to help each other. >> Right, well its funny, right? Because there's kind of two dynamics. There's a great dynamic of helping a teammate right? And this goes back to military rule and you fight for the person that you're with, and not necessarily some great cause or old white guys that are back thousands of miles away. But it's different in terms of getting bad news up to the boss. That's a really hard problem, and nobody wants to tell the boss bad news, and in fact, a lot of times, the bad news doesn't get up. >> Exactly. >> So how do you enable people to actually share the real bad news that they might be uncomfortable or not necessarily even addressable. >> Yeah, so what we did was we introduced our employees to the concept of elevations, and so what they do is they input an issue where they're struggling with helping out the customer. There's a barrier to them to be able to deliver the service we're expecting. And what happens is once that gets input, then that actually goes up into the region, we take a look at it and say "We can't really do anything with it here, but we can bump it up to the next level." That eventually gets to a point, especially in the case of employee tools, for example, where is has to go all the way up to the headquarters and there's a team that's ready and waiting for that to happen. So, when you tell them, "Hey, there's something broken here", they have to come back and respond within two weeks. They have to be able to get back with that employee to say "Here is what we're going to do about that" or maybe put on a map to say that we're going to eventually fix that. That communication goes directly back to the person who actually inputted. So, its a direct communication between the employee who's having the issue and the software developer who may actually own that tool. >> So it goes directly-- is it a special type of ticket, if you will? >> Exactly. >> That I want a post knowing that this is a-- I've decided its a high enough priority that I'm going to take the risk, and take the personal risk or professional risk to go ahead and escalate that up the chain of command? >> Right, so what I'm so proud about is we've gone back to the team and said "Give be your number one barrier that's holding you back?" . So they work it out amongst their peers about what they think should be the top issue. Then they get everybody else to watch that issue. Once you get a number of watchers on it, it becomes elevated into the company where it becomes a big issue, and its like Hey, there's a lot of people that look at this issue, want it resolved, and so as soon as they put that in, they assign it to the area that responsible, and that is a direction communication, because as soon as they comment, anybody who's watching that elevation gets an email in their inbox with the actual comment from the person who owns it. So, its a nice targeted communication for issues that they're having. >> So, is there any fanfare when there some big one that gets voted by the broader group that "Oh my gosh, this was a really big deal."? >> So recently, we had something that came up with our Xfinity Home, and so, as you probably know, we have the ability to have security where you can actually look at your cameras on your mobile app. And one of our technicians said "Hey guys, I'm hearing this from the customer.". So what they do is they come back in and they have a huddle with their team and have the discussion, and then that manager takes that and puts it into the system. What happened was it went straight back up to the person, they actually did a software update on it, And then our Senior Vice President of Customer Experience out of our corporate headquarters said "Hey guys, congratulations, that's fantastic! This got fixed!". Then that communication went directly back to the person who input it, so it's just a celebratory moment when you can be able to get that direct feedback from the customer, comes up through the employee. The employee's owning it as an issue that they can't solve personally, but they know to get it to the right people. >> Right. So you've talked a lot earlier today about employee tools, and so, you know, as you clearly there's something that you think is a great investment, how should people think about investment in employee tools actually manifesting itself in better customer experience with the company? >> Exactly. We actually had an elevation that was associated with that, where the employee was using a tool in the home, and when he was trying to check the health of the system, they found that there was a piece of the tool that was breaking off. And so, again, they took it back to the owner of that tool, and they worked with the manufacturer to go back and redesign that tool, so that meant that the customer was able to get better service, because of their tools aren't working, that's what they depend on to be able to serve our customers. >> Right. >> And so, it's key that we take care of them. >> So, just curious, to kind of wrap it up, what has the focus on the NPS, both the score as well as the process, you know, kind of, what's happened from then? Not only the, you know, the direct result in terms of changing in the score and execution details, but more kind of the second order and unintended consequences of that focus? >> Yeah so we've definitely seen our net promoter score increase year over year, so that's very exciting, and we're celebrating that, and we're not there yet, so we still have a ways to go. But the other thing that we're seeing is that the employees are feeling empowered. They're feeling like that they can bring back issues, but something that they share with everybody, they feel like they have a sense of "I can help direct where we need to focus our time and make sure that those issues are being addressed". So, we have an employee survey. It's actually called the ENPS, so actually, we send that out every other month, and ask for employees, you know, "How do you feel about the workplace?", "Are you motivated?". We have some of the highest scores of any company of employees that are motivated because we have set up this system to basically come back and say "Let us know where you need help", and we're coming back in and helping. So, I'm excited about it. >> Great, alright Kristy, well we need to have another followup conversation about NPS another time-- >> Definitely! >> --I need to get educated, but thanks for spending a few minutes, and inviting us to attend today's event. >> Thank you so much, I appreciate it. >> Alright, she's Kristy, I'm Jeff, you're watching the Cube. We're at Comcast Silicon Valley Innovation Center. Thanks for watching, we'll see you next time. (futuristic music)