Two Business Units, Two Tools, and Too Much Manual Work
Quilt's onboarding process grew up in pieces. About four and a half years ago, the Experiential unit signed up with an onboarding platform. The Essentials unit ran onboarding through tiered Salesforce cases, which lacked customer-facing features, automatic triggers, and a portal. About two and a half years ago, Quilt moved the Essentials unit onto the same platform, GuideCX, to align both teams on a single system of record.
Alignment turned out to be harder than expected.
- Two units used one tool in very different ways. The first unit had built in so much technical debt that cleaning it up wasn't possible. It was a start-over. Aligning processes and reporting across the two units was difficult, and the team at Quilt had to do manual work in Salesforce and Tableau to pull out data it couldn't get from GuideCX.
- The Salesforce connection was a black box. The GuideCX connection to Salesforce would break, push in bad data, or go down. Two of Quilt's directors were spending dozens of hours a month manually updating records. Any change meant asking the Salesforce team to modify the managed package and hoping it worked.
- Service fell short. Outages and slow response times were common, with very little account management or follow-up.
- The "upgrade" was a start-over. When GuideCX announced a new version, it turned out to be a net-new system with no migration path. Quilt would have had to start over, with its renewal approaching in September.
- Playbooks were bloated. Without an onboarding experience of its own, the Experiential business unit ended up with about 40 templates to manage 10 different things, intertwined and difficult to maintain.