Swathi Manoravi

Due to a need to increase customer satisfaction and reduce call center costs, I proposed a chatbot.

I conducted a user study by talking to customer service agents and analyzing customer queries. I then identified the top queries of the customer and conducted the cost-benefit analysis of automating responses to these queries using NLP (natural language processing) models. With the help of two Machine Learning engineers, I created a proof of concept (POC) for the chatbot and designed the architecture.

I defined the vision and came up with a roadmap by prioritizing features based on value and cost.

This chatbot (that could reduce the 40% load on customer service agents) that I proposed to the leadership team got approved, and I received a budget for full-time development.

I observed that users were not engaging with a product offering we deployed to a particular user segment. However, at Facilio, we believed it had considerable value to that specific segment.

So, I sought to understand the problem better and improve their user experience. I spoke to our clients and their exec teams to get their perspectives. I also observed the end-users while they used the product. This helped uncover some major problems with the user journey and lack of training.

I then devised a set of to-dos for improving the feature and prioritized them in a backlog. I collaborated with the design and development team to execute them. I also created training videos for the new feature and took the help of the customer service team to train end-users. This helped me improve the user experience and improve the engagement metric from 30% to 85% for that offering.

The client is a B2B transportation service provider. They had 35+ years of experience and an established client base. However, they needed help to understand where they stood in the industry, which has a lot of new entrants.
After auditing their current processes, competition, and value proposition, I recommended two major changes:
• To increase engagement with their existing clients and retain them
• To give the perception of a tech-enabled and tech-savvy company

For the following steps:
• I created an engagement and retention strategy that includes frequent, automated communication, case studies, better pitch and value proposition, newsletters, gathering feedback, etc.
• I also studied their existing digital products and introduced new products to help with engagement.
• I created pitches, onboarding videos, and automated mailers to onboard their existing clients on their digital TMS portal.

These efforts resulted in new inquiries, adoption, and appreciation from their clients for their digital products and services.

A Building-Information-Management (BIM) software that would offer a lot of value to our B2B real-estate tech product. The BIM integration partner is also a startup, and we had mutual business benefits.

This integration was technically challenging because both the vendor nor we had full-fledged APIs. I owned the integration effort from the Facilio side. I aligned multiple stakeholders and defined use cases to build in collaboration with the partner. We integrated incrementally and demoed the MVP with an alpha customer who gave valuable feedback for further integration.

I first identified 15 competitors - I had a general idea of who the competitors are and spoke to the sales team to see what names they come across often.

I then made a feature matrix in an excel sheet by listing all major features and capabilities. I studied the competitors by looking at their website, blog, whitepapers, public presentations, demo videos on YouTube and Vimeo.
Since the feature matrix is very detailed, I also made a quick one-pager for each competitor explaining the competitor’s value-prop and our differentiators.
I then updated the sheet every 30 days.

After market research activities, I segmented the product users based on their size, feature expectations, and willingness to pay. I then examined the competitors' products to understand their features and pricing. I also came up with the cost for the product based on development, support resources, and infra requirement.

Combining the above three, I came up with three business model options which I took to some alpha customers and other stakeholders. The pros and cons of each of the business models were apparent. I then finalized the most suitable business model.