4 min read
When she majored in pre-med and sociology, Moxe’s Vice President of Product Marketing Britt Rubbico planned to go to medical school. After early career work in healthcare consulting, however, she fell in love with voice of customer work.
Today, at Moxe, she’s leading our efforts to listen and learn from our customers, helping to shape our strategic direction and product roadmap.
We recently chatted with Britt about what led her to Moxe and why she is passionate about getting Moxe’s teams as close to customers as possible.
Q: Can you tell us a little bit about what led you to Moxe?
A: I started my career consulting for a physician network, figuring out how to close care gaps, drive schedule density, etc. I got a lot of exposure to health tech and to some of the pain points providers were experiencing.
I went on to work for athenahealth, where I was fortunate enough to help build their voice of customer program. I loved bringing their product and engineering teams closer to customers and supporting their transition to becoming a more product-led, customer-centric company.
In my work with athenahealth, I discovered a passion for uncovering problems that customers face and helping to solve them.
I was drawn to Moxe because of the problems they are trying to solve. I was eager to jump in and try to help alongside a team of incredibly bright, dedicated people.
Q: How would you describe what it means to be a product-led company?
A: To me, being product-led means a few things:
1) It means we are customer-centric. We’re ensuring we deliver value, which means we’re solving for the problems and challenges that our customers face today and will face in the future.
2) It means we understand the industry and the market in which our customers operate and the evolving dynamics in that market.
3) It means we are our customers’ behind-the-scenes partner, helping to fuel whatever outcomes they hope to achieve.
4) It means we prioritize cross-functional collaboration. Product-led doesn’t mean the product team is at the center of everything, but rather that we’re collaborating with all stakeholders, internally and externally, to make the best decisions for our customers.
5) It means we retain customers because of the value we deliver and because our customers are engaged and satisfied.
Q: You recently launched a Payer Advisory Council. Can you talk a little bit about your vision for that group?
A: When we think about Moxe’s position in the market between payers and providers, a lot of problems we’re focused on solving land in the payer area. We want to ensure we are closely partnering with our payer customers to inform our strategic direction, shape our product roadmap, and stay up to date on market dynamics. We also want to create a community for them to share best practices and work directly with their peers. We want our payer customers to feel, genuinely, that they have a seat at the table and that our success is tied to their success.
The individuals who are currently serving on the Payer Advisory Council include a diverse cross-section of our customers and represent a different level of feedback as compared to user-level feedback. Theirs is executive/buyer-level, strategic feedback. Both forms of feedback are critical, and we’re grateful to be able to learn from their perspective and tap into their extensive experience. We want to lean on them as we think about the direction of our company: Are we meeting their needs today? How will we meet their needs tomorrow?
Q: Do you hope to add additional advisory councils in the future?
A: Yes! We plan to add a Provider Advisory Council in 2024. We wanted to start small, with just one advisory council, so we can ensure we are able to commit the time needed for productive and valuable sessions and show our members how we are taking their feedback into account.
Q: In addition to advisory councils, what are some other ways that Moxe is soliciting feedback and really trying to listen to the voice of the customer?
A: There are many different ways we can get feedback. Feedback can be proactive, reactive, end user, or more strategic. Voice of customer feedback often comes from customer conversations with the Moxe team. When anyone internally hears feedback from a customer, they document it in Salesforce, which connects to the platform in which we manage all of our product and engineering work. From there, it flows into a place called the Ideas Board, where respective product managers review the feedback and consider it alongside other important inputs. This gives our product managers visibility, at a granular level, into what our customers are saying. It also allows us to close the loop and get back to the customer who submitted feedback to let them know that we saw the feedback and whether we are prioritizing it or not.
Another way we try to listen to the voice of the customer is through calls after a customer buying decision. Regardless of whether we won or lost a customer, we want to understand their experience and where there may be opportunities for improvement. It’s my hope that customers feel comfortable sharing their feedback with me so I can help our team enact changes to better meet their, and other future customer, needs.
Q: In your experience leading voice of customer work, are people usually eager to provide feedback?
A: I would say it depends. If folks believe in the solution and opportunity that Moxe offers, they are generally eager to provide feedback. The biggest barriers to providing feedback, I think, are time and trust. In our industry, everyone is short on time. We need people to trust that we are actually listening to the feedback they provide and acting on that feedback. People want to see that the time they sacrificed to provide feedback wasn’t wasted.
Q: Why is listening to the voice of the customer key to Moxe’s success and the fulfillment of your mission?
A: Listening to the voice of the customer ensures our internal teams have the insight they need to intimately understand the problems our customers are facing and drive the best possible outcomes. I believe listening closely to our customers results in a deeper product market fit, helps us shape a more cohesive strategy, increases customer retention, and helps us build relevant products and services—all with the aim of furthering our mission and vision.
Additionally, prioritizing voice of customer work fosters a culture, both internally and externally, that we want as an organization: one of listening, learning, and empathy.
Ready for more on Moxe?
Check out what our customers had to say about Moxe in the KLAS Emerging Solutions Spotlight Report:
