Transform Customer Onboarding with These Practical Steps

Do your customers keep getting stuck in onboarding purgatory?

After this session with Kristi Faltorusso, you will learn the key steps that will transform your onboarding experience. Whether you're struggling with long onboarding times or looking for practical, scalable solutions, Kristi shares strategies that have driven success at Client Success and beyond.

Click here to watch the interview on YouTube!

𝐇𝐈𝐆𝐇𝐋𝐈𝐆𝐇𝐓𝐒

- How to identify gaps in your onboarding process and reduce time-to-value
- Practical tips on creating onboarding content that scales
- Strategies to build a seamless onboarding framework tailored to customer needs

𝐀𝐁𝐎𝐔𝐓 𝐎𝐔𝐑 𝐆𝐔𝐄𝐒𝐓

Kristi Faltorusso, an award-winning Customer Success Executive, has spent 12 years building and transforming Customer Success teams in hypergrowth B2B SaaS companies. Currently, she is the Chief Customer Officer at ClientSuccess, overseeing success, support, and services.

🔗 You may connect with Kristi via LinkedIn.

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📑 Read: Customer Onboarding Best Practices

🎥 Watch: Making Your Onboarding Process Scalable

⏬ Download: Customer Onboarding Tech Stack Assessment

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Transcript

00:00 Hey everyone, you're here for CSM Practice, the podcast that's here to give you all the tips and the advice that you can implement as fast as tomorrow if you wanted to, to get your customer success practice a whole lot better.
00:17 And we aim to give you practices from every phase of the customer journey, including onboarding. And so today I have Kristi Feltoruso, the very, very famous Christy who works at client success.
00:31 Yes, that's the one that we all love and appreciate and I enjoy every single thing that this lady does. Christy, thank you so much for coming to my show again.
00:43 Henry, thank you so much for having me. I'm excited for today's conversation. We've made so much progress in our onboarding and implementation over the past almost year and a half and so I'm to dive into it today.
00:55 The reason I lowered Christie here is because she actually submitted a nomination for one of the industry awards and I read it I was like wow for sure she's going to win and I can't wait to share what she's done because it's absolutely phenomenal and I thought well well done Christie I expected nothing
01:17 short of this before that I've never seen anything that how you navigate as a customer success executive, and I think a lot of people that are going to listen to this podcast episode are going to be a blown away, be inspired, and free, maybe even make some changes in their own organization, hopefully
01:37 . Well, that's though. Let's see if we can change some hearts and minds. Let's go back in the time machine. It's November 2022.
01:45 You're starting to look at the onboarding phase. What makes you even want to make it different? What are some of the challenges or aspirations that you had for that?
01:57 Yeah, so I think most folks, if you've been in customer success for any period of time, or even if you're getting into an early and your professional career, the onboarding stage has so much impact on the partnership overall.
02:08 We know that a strong effective onboarding that is tied to value realization is going to help your customers get more value over time and renew and grow hopefully build some advocates and so we know that this is a core area of how we can get our customers well established into the partnership but what
02:25 we have found is that so many of our customers struggled because of their maturation so we're talking about companies who just don't have well built out processes and infrastructure as you mentioned so I'm building this out at client success which is a customer success management solution so we help 
02:40 our customers manage their customers from new to renew. So our objective is helping customer success leaders operationalize their customer success programs through our product.
02:50 But what we found to read is that so many of our customers coming into the partnership didn't have a strategy in place.
02:56 They almost purchased us as if we were the strategy. And because so many of the leaders were either new or coming from different parts of their organization, maybe a sales leader that was put into customer success or somebody from marketing or just another role, They didn't have that foundational customer
03:12 success experience and so Giving them access to a solution like ours raised a lot of questions They didn't know what they didn't know and it wasn't just about the product It was about this space and so we recognized early on that we needed to be more consultative with how we onboard our customers It 
03:27 was no longer about training them on the product and helping them with configuration It had to anchor on education and so we knew that that was going to be the difference maker for us and especially in our space So, if we could help educate our customers and help design their programs with them in our
03:44 product, simultaneously, they were going to be able to see more value and then ultimately get onboarded more effectively, get them onboarded faster, and then get more value, ultimately stay and grow with us over time.
03:56 So that was kind of the core driver of why we decided to make some of the changes. Maybe for context, because a lot of people know who client success is, but not a lot of people know your world as a CS executives.
04:05 Do you have a customer onboarding specialized role or do the CSM's do the onboarding? Yeah, I wish I had a little army.
04:15 We do not. We are a lean-in mean team. And so I am our chief customer officer, but we are pretty flat as an organization.
04:22 So we've got a customer success team, a services team, and a support part of the organization as well. But our CSM's are full stack CSM.
04:30 So they manage the entire post initial sales lifecycle. So everything from onboarding through that customer journey, retention growth and advocacy.
04:38 So they're doing it all. And listen, there's pros and cons to that. I wish I did have a team to help us build out and operationalize this and structure it a little bit more.
04:46 And maybe that's on the horizon for us. But right now our CSM's are responsible for that. And you're obviously using client success for customer success.
04:54 We are using client success to manage our process? Yes, we've gotten pretty creative. So yes, we use it to manage our like internal processes.
05:04 So for example, we have in client success something called our success cycles, which is effectively playbooks. And so we use that as an internal kind of project plan for our CSMs to orchestrate each step of our onboarding journey.
05:17 But for our customer facing resources. I built a Google site. And so because it's free and it's part of our Google stack, I built a Google site for our customers that they come into this and it does everything from introducing them to who we are, the teams, the core objectives and the value that they'll
05:35 be able to get from our product. But it also has tons of video content that guides them through both visually, auditarily gives them all the resources has a project plan in there.
05:45 And so for each stage of the journey, they're getting all the resources that they need to be the most successful through this process.
05:51 And honestly, building it in Google sites was super easy because it's part of our stack. So YouTube integrates in there are Google Sheets, our Google Docs.
05:58 So it was an easy way to build a nice place, a repository for all of our customers. And the coolest thing we've had, many of our customers love this so much they went out and built their own Google sites for their on board.
06:11 October 2022. Obviously there's a lot of promise in tweaking and optimizing the onboarding phase. I totally agree with you. What do you think would have happened if you didn't make those changes to three, five, ten years down the road?
06:25 What would have happened to the business or even the CSMs or the customers? It has multiple layers of effects. The first I'm always thinking about my team.
06:33 Like I said, we are a lean team, which means I have to be very thoughtful about all the resources and how we use them.
06:39 And so what I needed to make sure is that customers weren't going into onboarding and staying there in perpetuity. Like this is not onboarding purgatory.
06:46 We need to make sure that we've got good frameworks to get you in, get you to value and get you out so we can continue on with the partnership.
06:53 And so we knew that there was a real need for us to reduce the time that they were spending in onboarding.
06:59 So that was a big driver of this because my CSM's needed to free up time to manage the rest of their book because they are full stack.
07:05 So understanding that my team was struggling with their own capacity, I had to be thoughtful about where can we drive some efficiencies and make some changes.
07:13 So that was a core driver of that. The second obviously being our customers and them getting value for our product.
07:19 We knew that because they didn't have the knowledge and the experience and their own resources to do this, we had to lean into that education.
07:26 So what we were able to do is obviously drastically reduce a lot of their onboarding time because it took the work that they were doing during onboarding, we kind of gave it to them.
07:35 We built out workbooks, we gave them templates, we gave them a ton of resources to say, you know what, let's start here.
07:41 This might not be perfect, but it's something, and it facilitated the right conversations. And what we'll tell you, and I think this is true for everybody, it is very overwhelming to start with a blank sheet of paper.
07:51 But the minute you give somebody something to build off of, the idea is just start flowing. And it became so natural for them to just start to understand these are the things that we need.
08:01 This is what we're looking for this is how we have to think about it. So that was the second driver was helping our customers reduce the time.
08:07 And like I said, and then going back to the business, most of our customers were primarily on a 12 month subscription, which means if you're eating four to six months in just onboarding, that's half the contract.
08:18 We start our renewal process at 120 days out, which basically means you're in onboarding for like 50% of it. You're in the journey for like, I don't know, a month or two.
08:27 And then before you know, we're starting the renewal. And so that wasn't a great experience for our customers and it didn't allow them the opportunity to get the value and to make an informed decision based off of real KPIs to say, yes, this platform provides value to me and my team and my business and
08:42 I want to keep it. And so because of those three drivers, we knew that something had to change. Well, I agree with everything that you said, I think it's so, so smart and such an important component why onboarding is such a critical phase in the customer life cycle.
08:56 Before we dive in all the little details of what you've done, I want to say if you had to pick three things that made this approach work, what were like the key components of the approach that you took to accelerate sounds like the onboarding phase.
09:13 So the first thing was understanding where our customers gaps were like what was slowing them down what were their challenges from their perspective and so that was the first thing identifying their gaps.
09:24 Understanding who they are where they were starting from because not everyone starts in the same place, but what we realized is that very early on majority of our customers, it was just their maturation, their knowledge and basically what they had designed coming into the partnership.
09:36 So those gaps were where we started. The second thing was anchoring on content creation. What we realized is that again, our customers didn't have the knowledge, they didn't have the experience, and they didn't have the resources.
09:48 So in order for us to scale delivery model that would help accelerate this for them, we wanted to remove a lot of that heavy lifting from them, and so we needed to design content.
09:57 So we built things like workbooks. Our workbooks have all of the things that you would configure in client success pre-built, pre-designed, and they can kind of pick from like almost like a buffet and say like, yes, I like these and we'll configure that and do that.
10:10 And it gave them a place to start. We've created so many new video shorts. We created written content. We launched the boot camps back in 2021, the CS Leadership Boot Camp series that Client Success does.
10:21 We anchored that in. We launched a customer success master class webinar series, which is just for our customers and focuses on different parts of our product and how our customers can be using it.
10:31 So content, we weren't heavy in thinking about where do they want it, how do they want it, what's the best way to deliver it, how can we package it up, where can we leverage what we already have, what needs to be like net new, and so what heavy on content creation.
10:44 And the third thing was the delivery mechanism. How were we able to package this up and help guide our customers through this in a way that was going to be able to follow a framework that was repeatable and give them access to resources so that they can also independently manage their onboarding.
11:00 It couldn't be something that was heavily reliant on just our one-to-one meetings and or the CSM guiding them. I wanted to empower them through these frameworks to basically take ownership of their onboarding so they can accelerate that.
11:13 Got it. So you made them empowered by pointing the path, giving them these guided frameworks. Step one, two, three. Do this, this, this.
11:23 Here are all. Watch this, go through this training, download this template. But before you could decide what is the content that you need to create and how to deliver it in a way that is in a self-consumption independently like pace as fast as you want to.
11:39 The first step that you've done is the SCAP analysis. But I'd like to do with your permission is actually go through each one of these components and or stand sort of like the do's and don'ts.
11:51 What are some of the lessons learned? What would you recommend yourself to do if you had to do it again?
11:56 Absolutely. So when it came to the gap analysis, the first thing we had to dive into is the who it starts with the who because people buy these products people buying products and services and so because we needed to figure out how do we fix this we need to figure out who were we working with and so 
12:12 we didn't analysis on the types of leaders that purchased our products and we're coming into the partnership where they first time leaders this is the first time that they ever led a CS organization so what was their maturation professionally we looked at things like like how they deployed a customer
12:27 success product before, whether it be like a game site or a Tango or something else, just understanding how they've been here before.
12:34 Or if they haven't deployed it at any point in their professional career, even as an IC, how do they use a customer success platform?
12:41 Because that would help us understand, do they have a familiarity with our product and what it can offer? So we started to assess that, do they have access to their CEO?
12:50 So the leaders that we're working with, where do they roll up into the organization? We started to do a deep dive on that.
12:56 So a lot of the gap analysis started with who we're working with because that allowed us to kind of drop these individuals into different categories, which said, okay, you were either kind of in this educate, enable, or empower.
13:08 And those are kind of the three buckets that we designed for this framework. If you're early stage, let's say this is your first time, you're leading a CS team, you've never deployed a CS product, you don't have a real strategy, you don't report to the CEO, you're limited resources, guess what, you're
13:22 going to be an educate bucket. which isn't bad, it just helps us understand what you need as a professional to be successful in this partnership.
13:31 On the other side, if you are a seasoned leader with lots of experience, you've done this 10 times before, you probably don't need us the same way that early or later does.
13:40 So we want to put you in that empower bucket, where we're here to just help you understand how to best leverage client success, and then you can hit the ground running.
13:48 You can just go and take off. So the needs are very different so we start with the who then we started to figure out well what were the gaps that existed majority of these customers because we had built a framework of this success probability score which I could talk about in a bit a lot of us to understand
14:02 who was coming in with a pre designed program who already had a strategy defined and designed now what we found is that majority of our customers coming in I'm talking like well over 50% of our customers coming in did not have a pre designed customer success strategy.
14:20 Now when I say that, I'm talking things like how they segment their customers, their customer journey, their engagement model, all of the things, those bits and pieces that go into that entire post sale journey.
14:31 Did they have that designed, did they have it defined, and are they able to use a solution like ours to operationalize it?
14:38 Meaning, do they have the right KPIs in mind? What are the metrics they want to measure against it? Majority of our customers just didn't have that, which means we had to give them the tools and the resources to go and build that out.
14:50 So that was the second part of the gap analysis. So we had the who, then we had this like, we'll call that the what?
14:56 And then we had the how. We had to understand what are the resources? Like how were they going to get this done?
15:02 We know that our client success, we're SaaS products, software as a service, not services as a service. So they need to be able to use our software independently to get the value that they need from it.
15:13 So how are they going to be able to do that? Did they have the right resources? Did they have the right tech stack to integrate with us?
15:19 Did they have the right data? So how they were going to be successful also totals a lot. So the gap analysis, it went much deeper than that, but I think those three anchor points are enough to get people to conceptualize and say, okay, these are three areas that we looked at to say there was a clear 
15:33 gap, but now these are the areas that we want to spend a lot of our time figuring out, how do we solve that for them?
15:39 So you not only define the how the who the what you designed a whole journey around customer success and making sure that they have almost like a personalized experience because you can understand what type of leaders they are, what's their maturity level.
15:58 you now can design a probability score for success and put them in a specific category that dictates what are you going to give them next?
16:10 So if they already are very mature, they know what their framework is for the customer success team, they don't necessarily need to define it, but if they don't have the basics, you're there to help them.
16:20 And I think that the goal is to get customers to a higher success probability score, or meaning a higher maturity over time.
16:30 So if I'm already coming in and I'm in power, what is the focus exactly? Is it to automate the things that you already have a manual basis at the moment?
16:41 So empower for us a little different because client success are kind of sweet spot are customers that have a high engagement model.
16:47 They have a low leverage ratio, which means they have maybe let's say on the high end, maybe one CSM to 50 customers or less.
16:55 So they are engaged with their customers and that one-to-one kind of think of like a white glove model. So in that sense, automation is a part of what our technology offers for our customers, but it's not what our customers are anchoring on.
17:07 When we think about that in power, it's how do we help get our customers' programs built into client success quickly and creatively.
17:15 At the end of the day, usually the folks that are in that kind of higher end of that probability score, they have a lot of predefined ways that they want to deliver their customer success program.
17:25 So this is where we have to creatively come up with like the how can you do it through our solution right we're not a custom product So we always tell our customers come in very clear with the what you want to do and allow us to tell you how we're going to do it So that is where we focus on that empower
17:40 bucket It's about understanding what their specific business needs are why they're doing that what they're trying to drive and so it's all about creative Product design and solutioning in that bucket because we just need to get them configured in a way that's going to allow them to achieve what they 
17:55 need to using our product. So that is the core focus of that. And then obviously the iteration of that over time.
18:02 So the conversations in that category are heavily based on like product and the creative use cases around it more than the education around traditional just customer success best practices.
18:13 Here's what I love about your approach, Kristi. First of all, everybody can do it. And I don't think enough people do or companies do.
18:22 categorize where your avatar or your key decision maker or the group you're working with is on their journey to full maturity and then give them the right experience to get better.
18:34 You also have a score to say, did we actually create a transformation for them? And is it the right transformation in the right area of the journey?
18:43 So well structured. And then on top of that you created all the content and delivery motions to not only empower them quickly and give them the right tools to accelerate their thinking, but also put it all on a simple website.
18:59 Google site, everybody has access to that. If you're a Google shop and go to park, go as fast as you like.
19:06 I'm not stopping you. My resources don't stop you. You could go as fast as you feel like it. And if not, if we feel like you're stuck, we have a very clear next step for you.
19:16 Brilliant, brilliant stuff. It's It's simple, but brilliant and not easy to create in a way that's effective actually. Yeah, I mean, listen, it's a perfect no, but that's why we keep iterating on it.
19:27 And I think that's been a fun part of this journey, especially for our CSMs who get to drive this because they're in the trenches with our customers all the time.
19:35 And they're having great conversations and they see what works and what doesn't they understand where there's some gaps or where people get stuck.
19:41 And so we continue to iterate on it and we're fed it for a third version of what we've already designed that we're getting ready to release in 2024 thinking back would you have done anything differently?
19:53 Yes, the probability score we like the framework. So basically this is how it starts. We have created a success probability score.
20:00 It's based on 11 questions. They're all binary so yes or no, but they all have different waiting. So one of the questions we might ask is does this leader or does this organization already have a predefined customer success journey right like with all the infrastructure right customer segments playbooks
20:15 all those things so like we've got great criteria that helps to understand where our customers are and who they are so we can best support them.
20:22 I think what I would have started with, while I love that probability score, the way that we were having it calculated is that the sales team was creating the score as they passed it over to our customer success team as part of the sales to CS handoff, which is okay.
20:40 But there is a little bit of this like, yeah, they have this, like they have bits and pieces so they were giving them a yes.
20:46 So some of our scores were over inflated coming from sales. I think what I would have started with is instead of having sales do the probability score, I would have just originally started with customer success doing this score because I think that that would have empowered our team to be thoughtful 
21:01 because we know we're looking for, I think the sales team was hearing certain things and I think that was okay, they weren't hearing wrong things but I think there was a level of depth that we would get into from customer success that would help clarify a lot of those points.
21:13 So some of the scores were overinflated early on and we're working to normalize some of that data. The other thing is we didn't have a great plan on like how and when we were going to rescore people.
21:25 So the success probability score was helpful coming into the partnership and helped us understand how we were going to leverage that for onboarding.
21:32 But we also are leveraging that as part of how we segment our customers. So just the fact is those 11 points of criteria, they change, they evolve.
21:40 So we don't have a great way today of like how are we going to continuously keep that up to date.
21:47 And when do you make changes to either how you segment or what you offer, based on the score change, if it is a big leap or a little leap.
21:54 So there's still some things that need to be ironed out. And I think I would have just spent a little bit more time upfront, giving more thought to the probability score just because now understanding how impactful that is to everything we do, I would probably have invested more time just to be more 
22:08 creative with it and have a more structured use case for it throughout the entire customer journey, not just specifically for onboarding.
22:15 I thought you would say, huh, I would have done like a radio low green on some of these because green is like, whoa, yeah, I have a like a full CSM charter.
22:26 Whereas, you know, you know, I got something, but I could probably improve. That's what I thought. Although I could definitely see some of them would be like, yes or no.
22:35 And I also thought you were going to say that after the onboarding, you're going to make a brand new score because some of the questions we ask at the beginning are no longer even important for after the onboarding and so that's kind of like where I was thinking you were going with this.
22:50 So it's interesting if you see the questions that we ask they actually are super important after onboarding too because they're so relevant how we engage and also identifying risk in the partnership.
22:59 So like we look at things like again I mentioned is this the first time leader does the leader report to this EO do they have a built out strategy are they based in the US do they have access to clean accurate and current data in a CRM.
23:13 Do they have a Salesforce admin? Do they have an operations team? So while those things are important up front for onboarding, those things are still applicable to us and the ongoing how we engage in through the partnership.
23:24 So it's just a matter of like, do I keep that score? Should there be a different score? Like I don't know, we're flushing through some things, but I think our V3 will have some new creative ideas on how to approach this.
23:34 How about a questionnaire, not just internally, but also for a customer to just identify priorities for where they want to go after onboarding?
23:44 You see now you're like, you're almost like leading the witness. So part three of our onboarding is actually we're shifting to two pathways for onboarding.
23:52 So the first will be to continue on this way where we enable you on the entire client success platform. But the reality is our customers have different priorities and different needs.
24:01 And we want to be very vigilant about helping our customers get to a first whim and a key result. So we know that there are seven reasons why anybody buys our product.
24:10 And I know this because we've tested it time and time again, there's not an eighth. So there's seven. So it's like mitigate risk, identify growth, grease visibility, operationalized process, right?
24:19 There's seven of these things. So what we do is in our initial conversation or engagement with our customers, we do offer a survey and the survey captures wealth of information.
24:28 One of the things that we say is like these are the seven core business objectives. This is why customers like yourself, purchase a product like client success.
24:36 Of these we believe that all these will be important to you at some point in your journey, in your organization.
24:42 Let's stack right them. So of these seven, tell me what is most important order from one to seven. So what it does, it allows us to focus on the one core objective and onboard them strategically on that first one because it gets that first win.
24:56 Now what it does now is that now we know what the second thing is. So after you're out of onboarding, how our team engages you is now on that second objective.
25:04 So we're going to work with you on configuring the product that way and working on different cool use cases and getting continuous value.
25:10 So this actually builds out a framework for not only how do we engage during onboarding to get you that first key result and get some real material win, but then also what does the framework of engagement look like from that point forward.
25:21 So there's always a need to engage, but it's value driven based on of our customers priorities because of what they told us.
25:28 And we've designed it so that we know what areas of the product to cover, how to configure it. And so that will be the shift for how we're moving into the future is kind of this objective focus framework, but we're giving customers options.
25:40 We're gonna say to customers, well as long as they're not the bottom end of that score, I will say if you're in the educate bucket, you're in the educate, we're gonna do one pathway, which is gonna be the objective, start small, and then we'll build out.
25:50 But if you fall in the kind of like the middle or entrench of those scores, we want to give you the option.
25:56 Do you want to focus on building out this product through an objectives-focused motion? And this is how we do it and these are the results that we're going to drive together or do you feel like for your organization and where you are today that we need to fully enable you on all of client success, get
26:10 it configured, and then roll it out using a traditional change management framework. And so the customers will have an option which path do you want to choose?
26:17 And going the objectives route is definitely going to be focused on being able to have some value realization up front and real tangible results.
26:25 The other way is going to be a little bit longer to get there, but it's going to give their team a full robust suite of tools to leverage to drive success with their customers.
26:33 So, but we're giving them choices. We hadn't offered that before. Brilliant. I really love that it's outcomes based, that you define seven.
26:41 I could define 11. I don't know, we have to have it offline to see. But I love that you could, you know, group them by something that's that makes sense to them and that they can chart their own way and really clearly articulate what their priorities are and I wish more companies more software companies
27:01 would do that. I think that's an area where a lot of companies just don't invest enough in it to make it easy to go through a specific track to get to a specific outcome and you know what is just not easy to do.
27:15 So all the power to you, Kristi, for diving in on it. Listen, I will tell you it's probably the pressure of doing customer success for customer success.
27:23 There is a different level of expectation of what we're delivering because all eyes are on us all the time. Like our customers are looking for us to lead by example, which I think is it's hard, but it's beautiful because it encourages and pushes us to think differently.
27:38 And so we love that we've been able to be so creative and come up with different ways of offering our customers a path to success.
27:44 I got inspired. I hope that a lot of folks here that are in customer success working for different software companies that might have a little bit of say on how onboarding is being conducted.
27:57 I'm not talking about big implementation technology projects. Right. That's the thing is like we are not a very complex technical product.
28:04 This isn't Salesforce. Even Salesforce, by the way, have trailblazers. Yes, they do. Even if you are, You get all adopted this, but let's just put it this way.
28:14 I think just the welcoming experience, even if you are extremely techy, having a conversation like that, the frames where you are in your maturity as a business or as an apartment or as a specific process and then putting it into, like here's where you are, this is what we're going to do during onboarding
28:33 and then let's meet with a CSM to get you to the next step and clearly articulate the next step. There's always should be the next bucket, the next step.
28:41 I think that's what's brilliant about this approach. Actually cover this in other videos as well. I'm going to put them in the link to the description of this video just in case you want to learn more on how to do this.
28:53 I'm so, so thrilled that you've done this. I wish I could show that the Google side is so great. If you're a customer of Christie, you're so, so lucky.
29:03 You're in such good hands. And so thank you, Christie, for joining us today and sharing all the goodness that you do.
29:09 Thank you so much for having me. I love sharing this story, hopefully inspired some folks, and hopefully we can all continue to evolve our onboarding experiences because our customers, they have very specific goals.
29:18 We've got to help them get there. Fristifalteroso, you're amazing. Thank you so much for joining the show today, and everyone, if you love Christi, give this video a like, subscribe to our YouTube channel, and in the comments below, tell Christi what you loved about this interview.
29:34 And with that, it's a wrap. Big love for me. I'll see you on the next episode. You