A Voice of Customer program across 21 products
My manager and I co-owned a Voice of Customer program covering 21 products. I designed the dashboards that let product teams drill from global NPS down to their own product's issues.
The problem
LogMeIn supported 21 products across global markets. Customer feedback was scattered across support calls, satisfaction surveys, and post-interaction forms, and no team had a single place to see trends or tie sentiment to product changes.
My part
My manager and I co-owned the program. He built the data pipelines and ran the program day to day. I owned:
- The dashboards. They brought call transcripts, surveys, and in-product feedback together, so a product team could start at global NPS and drill down to the issues behind their own product’s score without a researcher in the room.
- The categorization ontology the transcripts were sorted against, built from field research. That story is its own case study.
- Two of the product VOC teams. My manager ran three. We built the framework the other teams used together.
What we learned
- Categorization worked dramatically better when it was built on customer phrasing instead of internal jargon.
- Mapping issues by how they get resolved (self-serve, agent, escalated) surfaced the root causes that moved NPS most.
- Teams used the insight more when it was visual, drillable, and in their customers’ words.
Outcomes
These are outcomes of the whole program, not mine alone:
- +15% CSAT.
- 12% reduction in support call volume.
- One dashboard across all 21 products, used by UX, product management, and CX leadership, plus a repeatable framework for turning feedback from many sources into prioritized product work.