PETER:
The way I advise people is don’t let someone else define your job, your role, your mission. Um, you made an excellent point that it has to be in alignment with the other organizations because you actually need them to achieve your goals. But if you leave it too open, um, without a definition, they’re going to define it for you. And that’s where the disasters will start fermenting. Rick, what are your thoughts on this topic?

RICK:
I think, I think in the early days, it’s inevitable that we have, we have to learn what our journey needs to be. We have to learn what our customers really need from us. So we’ve got the, obviously the fundamentals of customer success is the same in every organization, but the detail is different. So we’ve got to learn what that detail needs to be for us in our circumstances, given that we’ve got these products in this market, aiming at these customers with these sorts of challenges using our product in this sort of way to try and achieve those sorts of outcomes and how should we do some CS? So that there is a learning curve there, I think for sure. I would agree with that. So yeah, I think we do go from the, the, the more organic to the, to the more organized, but even in the early stage, I think there should always be a, you know, a clear strategic vision and mission in place.