An account somebody owns, not a ticket somebody picks up.
Your account has a named owner, and the reasons your stockroom is configured the way it is are written down rather than carried around in one person’s head. That is the promise, and everything below is how it is kept.
Support begins before your hardware ships, not after your first ticket.
The clock starts before the hardware ships.
Most support relationships begin at the first problem. This one begins at kickoff, which is why whoever answers in year two can tell you what was decided in month one.
Kickoff
Your success contact joins at the start and agrees the measures the program will be judged on, so they are not inherited second-hand later.
Through rollout
Present as sites go live, because the questions a store asks in week one are the questions it will ask again in year two.
Go-live watched
Someone is actively looking at your stores during the first cycles rather than waiting to be told something is wrong.
And afterwards
The relationship does not end at handover. The account keeps its owner and its written history, so nothing gets reconstructed from scratch.
Explaining your own setup should not be part of support.
Support follows the sun, so the engineer who picks up at nine in Stockholm is not the one who picks up at four in Dallas. That is deliberate, and it only works if none of them need the twenty minutes at the start where you describe your stores from scratch.
We close the loop on what we promised.
A quarterly review that reads a dashboard back to you is a meeting. A quarterly review that starts with last quarter's commitments is accountability, and it is the reason the document exists.
Three things, every time.
- Last period's commitments reviewed first, including the ones we did not meet
- Open tickets and blockers walked through together rather than summarized
- Next steps documented in writing, so the next review has something to measure
Annually, or every quarter.
- Standard one structured review each contract year, covering service performance, adoption, open risks, and the twelve-month outlook
- Premium four, one per quarter, adding roadmap alignment, expansion planning, and a standing item on your own stated objectives
- Either way a monthly check-in with your Customer Experience Consultant sits underneath, so a review is never the first time something is raised
Both tiers get the same product. Premium gets more of us.
Nothing is held back from Standard. It has the named consultant, the on-call cover, the availability commitment, and the same software. Premium is for teams who want a direct line, a faster route through the queue, and a say in where the product goes next.
On both tiers.
- A named Customer Experience Consultant and a monthly check-in
- 24/7 on-call for critical incidents
- 99.9% availability committed each calendar month, with service credits where it is missed
- Help Center, webinars, and AMA sessions at no charge
Front of the line, and a seat at the table.
- Queue priority so your incidents are worked ahead of Standard ones at equal severity
- A dedicated telephone line staffed through support hours
- Priority roadmap intake with a written disposition on every request, whether the answer is yes or no
- A seat on the Product Advisory Board plus an annual onsite visit from our leadership and priority scheduling for Professional Services
Quiet is the product working.
Most of what the platform does is never noticed by anyone, which is the point. These are weekly figures across the stores we support.
Meet the team before you sign anything.
A free POC puts you in front of the people you would actually be working with, so you get to judge the relationship as well as the software.