Advanced CX at Scale with Tony Schettino, VP at Hexaware

(Joel Beasley at 00:00:03)
Hello, my friends. Today we're talking to Tony, Vice President at Hexaware. And we discuss how Hexaware takes a holistic approach to customer experience, implementing technology at every level, how NLU and NLP AI models have evolved, and tips for being a lifelong learner. All of this right here, right now on the Modern CTO Podcast.

(Tony at 00:00:31)
Here we go.

(Joel Beasley at 00:00:32)
This is the Modern CTO Podcast.

(Tony at 00:00:44)
I worked for the State of Florida for the Department of Blind Services, and I worked for a gentleman, and he was blind, and he was the leader of the technology organization within that group for vocational rehabilitation. And I was his reader. So I just consumed everything I possibly could. I read everything that I possibly could, a lot of it out loud. And from that, just sort of got really interested in the technology industry and moved into a part-time role with that organization.

(Tony at 00:01:27)
And then when I graduated from college, I was hired by one of the vendors that worked for the State of Florida. And haven't looked back since. I have always been in the IT industry, mostly in sales. But I've done things like product management, product development. I've run engineering teams, business analytics, things like that. But I've always, in addition to that, worn a sales hat because a lot of the organizations I've worked for have been smaller.

(Tony at 00:02:03)
And you have to be very flexible in applying your skill sets there. And in the last 20-some-odd years, I've really focused in on the customer experience, customer care, and the omnichannel conversational AI world. So anything having to do with improving the customer experience and allowing customers to get better customer service—so that's what I've been doing.

(Joel Beasley at 00:02:28)
That's really cool. So working with a lot of, like, natural language understanding AI and process automation of the contact centers and stuff?

(Tony at 00:02:37)
Yeah. And that's part of it. And then in addition, CCaaS and UCaaS solutions—so contact center as a service and unified communications platforms. I actually helped design and build one of the early ones. And then into things like workforce management and workforce optimization, speech analytics, agent next best action, things like that.

(Tony at 00:03:05)
So, yeah.

(Joel Beasley at 00:03:07)
That's really cool. So I want to ask you some more questions about the contact center as a service stuff because that is an area that I'm pretty interested in. But first, I know you've worked as an individual contributor and ran teams, and you've been at so many different levels of the organization at so many different sizes of organizations. I did stalk your LinkedIn before this interview. And so I'm curious, what's a piece of advice you would give to people on being flexible and learning to be able to execute on so many roles like that?

(Tony at 00:03:45)
Yeah. I mean, I consider myself a lifetime learner, right? I'm a voracious reader. I listen to podcasts. I attend virtual events, mostly these days. But, you know, I like to have a broad range of skill sets. So, you know, my father was a jack of all trades, master of none—or master of some, let's say. I like to consider myself to be the same. And I would encourage people to take yourself outside of your comfort zone. You know, if you've never changed the oil in your car, go try it one time, right?

(Tony at 00:04:27)
It's not that hard. There's a YouTube video on that. You know, I have two daughters. I've taught them how to handle their plumbing in the house. You know, if you have a stuck flapper valve or something like that, you know, it's not something that you would normally teach your daughter, but I'm like, you know, I don't want them to be going around helpless and having to depend on someone.

(Tony at 00:04:53)
Right? They know how to check their own oil. They know how to check the air in their tires in their car, you know, so on and so forth. So, you know, wherever you can pick up a new skill or have a new experience, I always encourage that. You know, just get out there, right? And you just never know where that's gonna take you.

(Tony at 00:05:15)
You know, when I was in school, I have a degree in economics. How did I wind up in the IT industry? You know, it's just I got my degree and I found my passion, right? Those may not necessarily be one and the same. So be willing to get outside your comfort zone.

(Joel Beasley at 00:05:33)
That's awesome, man.

(Tony at 00:05:34)
Try something new. Yep.

(Joel Beasley at 00:05:36)
So what are some of your favorite resources? What are some podcasts or, like, newsletters, virtual events that you've really enjoyed?

(Tony at 00:05:46)
Well, I like the CIO podcast that you guys do. I listen to some of the things that CCW does, Opus Research. Obviously, Gartner, E&Y, KPMG—they have some great resources. And then, you know, looking at our competitors' stuff to learn new things just in general about the market and the direction that they're going. That's always valuable. LinkedIn is obviously a really strong resource for folks because there's always new resources that are being introduced there.

(Tony at 00:06:25)
So those are just a few.

(Joel Beasley at 00:06:27)
Cool. I want to establish a little bit more context. What are you doing today? I know you're at Hexaware. I've interviewed a few of your colleagues at Hexaware.

(Joel Beasley at 00:06:35)
It seems like a really large company that does a lot of stuff. So what are you working on?

(Tony at 00:06:41)
Yeah. So, you know, you probably heard the story about Hexaware. We are a sort of mid-size IT services and business process services organization. So we do—about half of our organization is focused on managing people's IT infrastructure, deploying technology solutions, advancing their capabilities in the cloud, et cetera. And then the other half is focused on business process outsourcing or business process improvement.

(Tony at 00:07:12)
Right? So we provide services on both sides. We're about a billion dollars in size, 22,000 employees worldwide. We have about 36 delivery centers around the globe. And we're the fastest-growing organization out of India.

(Tony at 00:07:28)
We were just recently acquired by the Carlyle Group here in the US. Carlyle was the second-largest PE firm in the world. And so we're looking forward to just really expanding our organization, growing our customer base with the help of Carlyle resources, and it's working out great so far. That's really cool. My role here is I run our omnichannel customer experience transformation organization here in North America.

(Tony at 00:07:58)
And what does that mean? Because that's a big mouthful. We're very focused on the customer journey and helping our customers, which are major players, typically in the high-tech market. So organizations—and I say "like" because they may or may not be customers of ours; that's our disclaimer—customers or organizations like Amazon, Walmart, eBay, Etsy, you know, Alibaba, Microsoft, Salesforce, you name it, those organizations who have a large need to deliver impactful and really brilliant customer experience, including self-service on through to their live agents, right, helping their customers navigate through their offerings or, you know, helping them with an issue that they might have run into or an opportunity to expand their relationship, those types of things.

(Tony at 00:09:01)
So that's what we do.

(Joel Beasley at 00:09:04)
So CX is, like, a really wide umbrella. Like, it includes everything from the UI on the website, like on the e-commerce platform, and then also the direct communication with the company and even their experience with the products that they buy. So where do you fall in the stack of customer experience for your clients?

(Tony at 00:09:27)
Yeah. So, Adam, I'm glad you brought that up because that's a really important point to make, which is that the customer experience starts from the expectation that your marketing organization sets, right? So that can be via your website, it can be via a commercial that you run on TV or the radio, it can be via social media interaction. So those are just to name a few examples.

(Tony at 00:09:58)
So the marketing organization sets the table for what your expectations as a customer for the customer experience should be, right? And then your customer service organization and your employees and maybe a brick-and-mortar environment or, you know, in a back-office business process group that does traditional customer care, even your self-service functions—you know, there's an expectation that's been set by marketing that there's going to be this, you know, gorgeous experience that's going to be delivered to them. You're going to know all about them. You're going to be able to anticipate their needs and deliver upon that. And a lot of times, we kind of miss the mark on that end, right?

(Tony at 00:10:48)
And that's where we really look at the customer journey through all of these channels, whether they be the traditional voice channel or brick-and-mortar, you know, walking into a retail facility, or looking at the digital channels that are out there like chat, two-way SMS, things like that. And your mobile app, your website, you know, any of those things need to be looked at holistically, and that's where the whole omnichannel definition has come into play, right? So really what we're focused on is trying to make that omnichannel customer experience mapped to that expectation that was set by marketing. And Hexaware covers that entire spectrum.

(Tony at 00:11:37)
Right? So we offer services and solutions at the front end of the customer experience to assist marketing in creating that messaging and that representation. And then on through to the back end, where we're trying to help the customer experience organization deliver on that promise that marketing has created.

(Joel Beasley at 00:12:02)
So what are some metrics you use to measure how successful a customer experience strategy is?

(Tony at 00:12:08)
Yeah. You know, that's a great question, Adam. And if you look at it, you know, there's a lot of traditional metrics that people look at, things like Net Promoter Score, even your own customized customer experience scoring mechanisms, KPIs that you use internally like average handle time or engagement time with your customer. I like to call it engagement time because that's an opportunity to really wow them and potentially upsell or cross-sell them, right?

(Tony at 00:12:44)
So a lot of organizations really focus on reduction in average handle time, and they miss the opportunity to really create that customer experience that fosters a long-term relationship, a larger wallet share, and the opportunity to upsell or cross-sell. So those are some things there. Average speed of answer are some traditional things. So you don't want to keep customers waiting too long to get that fantastic customer experience that you're trying to deliver, so on and so forth. But I really think that the most important thing is to look at frequency of interaction with your customer and the amount of wallet share, right?

(Tony at 00:13:26)
So having customers come back and spend more money with you. So, you know, the repeat performance, so to speak, is probably the most valuable metric that you can look at.

(Joel Beasley at 00:13:38)
So what are some of the, like, first steps that companies should take from day one to make sure that customer experience is at, like, the center of their culture and it's always going to stay that way as they grow?

(Tony at 00:13:53)
Yeah. So I think that, you know, there's a lot of organizations still today that look at these channels discreetly and manage them individually. And I think that the more progressive organizations have senior leadership that's focused on the entire customer experience. So they'll have, like, a chief customer experience officer or chief customer officer or something like that, that's really focused on the end-to-end vision that's created by marketing and then delivered by the entire organization that interacts with the customer.

(Tony at 00:14:31)
So it goes from the top all the way down through, you know, your receptionist, your janitor, it doesn't matter. Everyone in the organization should be enlightened and trained on what the vision of the company is for the customer experience, and they should be able to recite that. You know, it should be a short sentence around what that unique customer experience is going to be delivered. The elevator pitch, so to speak, of what your brand's customer experience should be. And everyone should be able to recite that.

(Joel Beasley at 00:15:11)
Yeah. That makes a lot of sense.

(Tony at 00:15:12)
Yeah.

(Joel Beasley at 00:15:13)
So what are the problems that companies are having that cause them to come to you for a solution?

(Tony at 00:15:20)
Yeah. So, you know, a lot of organizations aren't really—they don't really have the in-house skill sets and experience to look at an end-to-end customer journey across all these channels, right? It requires a broad range of skill sets, from technology to customer experience and branding, measuring, so data analytics, so on and so forth. So there's a broad spectrum of skill sets that are required. And a lot of organizations have strengths and weaknesses in certain areas that they need to augment, or they generally want an outsider to come in and take a look, right?

(Tony at 00:16:02)
You know, Hexaware is an organization that has had a lot of experience across many different vertical organizations, you know, retail, high-tech, manufacturing, healthcare, so on and so forth. So we can bring a very broad spectrum of experiences across these verticals as well as the unique technical experience that's required and the customer-focused experience that's required as an outside external expertise that can be brought in, right? So that's really what organizations are looking for when they look to us.

(Joel Beasley at 00:16:42)
That's cool. Yeah. So, I mean, it's just classic build versus buy. You can go with someone that has the expertise for this specific thing, whereas your company has an entirely different core competency, and it would be a huge investment to try and also get really good at that.

(Tony at 00:17:01)
Yeah. You know, I don't know that it's a build versus buy because, you know, that's not necessarily always the right approach.

(Joel Beasley at 00:17:09)
Right.

(Tony at 00:17:10)
You know, I always talk about—you can in a lot of instances, you can go buy a car and pick out the features of the automobile that you want, such as what color paint, you know, what type of interior and things like that. So, you know, generally speaking, most organizations are able to select off the shelf and pick the different features that they want to deploy of a given solution. And then if you have truly unique needs and you need to have it built, then of course there's the "build the car in the parking lot" approach, right? And we can do either, but typically our preferred approach is to try to use packaged solutions from companies like salesforce.com, ServiceNow, Genesys, Twilio, Amazon, Microsoft, so on and so forth.

(Tony at 00:18:02)
So we have deep expertise in those platforms, and we have strong partnerships with those folks. They know our skills. We know theirs. We know how to position them correctly and put them into the organization, deployed smoothly and correctly, right. And a lot of times, you know, major organizations don't need those skill sets full-time. They have short-term implementation needs, short-term optimization requirements, and they just need the expertise from someone who's been there, done that and can do it quickly, inexpensively, and guarantee delivery. Right? So that's where Hexaware comes into play.

(Joel Beasley at 00:18:45)
That's cool. Yeah. A little while ago, we had on—I forget the company, but they were working with traveling nurses during the pandemic, which they had to move a lot of nurses around and stuff. And I think the communication was, like, enabled by Genesys Cloud. So when you mentioned Genesys, that stood out to me.

(Tony at 00:19:08)
Yeah. That was probably the Visiting Nurses Association. Yeah. I'm familiar with them. They're a Genesys customer. And then the other usually mentioned in that area is Twilio for the back-end stuff and underneath the covers for two-way SMS and things like that.

(Joel Beasley at 00:19:26)
That's cool. So what are some interesting use cases you've seen for your technology?

(Tony at 00:19:33) Yeah. You know, we've done many things. We have some of our own IP. So we have our Amaze and Tensai technologies that we developed in-house, which allow us to help customers move their proprietary platforms to the cloud. So we're able to automatically assess the level of work, automate a lot of the recoding and containerization of those proprietary platforms, and then move them over to any of the available cloud platforms like AWS, Google, Microsoft, and others.

(Tony at 00:20:18) And then, you know, we've also got our capabilities in AI and machine learning, in particular on the data analytics side with our Tensai solution. And then in the conversational AI space where we've developed bots for both voice and text capabilities on platforms like Amazon Lex and Google Dialogflow, Twilio, Genesys, so on and so forth. So those are some of the things that we've done. And the use cases that I'm specifically focused on are around customer self-service for these types of solutions. So we're really looking at, is there a way to move very common requests from customers into automated bot technologies using conversational AI, whether they be voice-based or text-based?

(Tony at 00:21:20) So chat solutions on your website, your mobile apps, and via mobile devices. And then voice by greeting them with modern conversational intelligent virtual assistants to try to identify them, authenticate them, discern intent, and possibly even deliver self-service around that intent once we understand what it is. And then at that point, if we're still not able to fulfill their requirements through self-service, then arm the agent that they get transferred to prior to them being transferred with who is this customer, the fact that they've been authenticated. So let's not take them through that process again. Let's not start the call over, and then let's tee that agent up for the next best action.

(Tony at 00:22:11) Right? So here's what we thought that they were asking for. Here's the back-end system that you need to go to, and it's teed up on your desktop. Here are some business rules to follow as you're walking them through fulfilling their request. And, oh, by the way, because of what they asked for, they may be interested in something like this other product or service that you offer.

(Tony at 00:22:37) So can you cross-sell and upsell them? Because what we've learned is that if a customer is willing to call you about a problem, that means that they're interested enough in you to get something resolved. And if you're successful at helping them quickly resolve that question, then you have an opportunity to continue to grow your experience with them, grow your portfolio of products or services with them.

(Joel Beasley at 00:23:09) Yeah. That's awesome. Because when you're on the phone with a bot for a little bit and you eventually get to an actual person, it's always so frustrating when they're like, "Alright. So why are you calling?" It's like, I just gave so much information.

(Tony at 00:23:22) That's right. It's extremely frustrating to have to start over. Right? And that's really where you see an organization like Hexaware coming in and really helping these folks out. And the brands that we work with really understand that you set this expectation that you know your customer, and really your customer service organization needs to deliver on that expectation. So don't make them start a call over.

(Tony at 00:23:49) Don't make them start a chat over again once they reach a live agent. Each of these systems should be integrated. They should understand what the customer was trying to accomplish and where they left off and potentially why they failed, right? So that you don't have to make them start over. And, oh, by the way, why they failed helps you improve that customer experience for the next time they call in or for the next customer who calls in. Right? Or chats or whatever. Right?

(Joel Beasley at 00:24:17) Yeah. So with how widespread customer service bots have been for a while, as the end users have almost developed a vocabulary similar to searching on Google where we know to say the words really clearly on the phone when talking to the AI. But recently, I was talking with some experts in the natural language understanding field, and they are talking about how they have to do active education to end users that, hey, you don't actually have to speak this bot-friendly version of English for them to understand. Like, they're doing outreach and education to people to tell people that they can actually speak normally to the AIs and the AIs will understand.

(Joel Beasley at 00:25:06) Are you finding that—are you guys having to do any of that as well to make the experience better for the end user?

(Tony at 00:25:15) I think end users are educating themselves. Right? We're probably in about the fourth generation of speech technologies or natural language technologies. Right? So depending on what expert you speak to—and I've been in natural language for about twenty years, and, you know, to call myself an expert is probably way overreaching, but I'm knowledgeable, right? So, you know, what you have described in terms of a limited vocabulary is what's called Directed Dialogue, right? And for the longest time Directed Dialogue was state-of-the-art. But over the course of the last five or six years, we've seen true conversational AI being delivered by various vendors out there in the industry.

(Tony at 00:26:07) And conversational AI started out as more of a closed dialogue thing where you could—you could know that when you called in or you started a chat session, that bot had limited capabilities, but you could generally say pretty much what you wanted to say or request in fairly open language. And a lot of the vendors out there in the industry sort of condition customers by telling them, "Hey, you could talk to me just like you would talk to an agent or a person or something like that." And a lot of people sort of didn't really believe that.

(Joel Beasley at 00:26:47) So they—

(Tony at 00:26:48) would still go through the directed dialogue approach and go, you know, "payments" or "you know, I need to make a payment" or something like that. And they would think, oh, the only thing it's going to understand is "payment." So I've got to get that word right, right. But now, there's a lot more sophisticated technologies. And vendors have learned to tell the customer who's calling in or chatting, "Hey, talk to me just like a person. I'm here to try to help you." And if I can't help you, then they try to promise, "Hey, I'll get you to a live agent and let them know what you're asking for." Right? So the technology has come a long way. You know, five, six years ago, these technologies may have understood 75, 80% of what a customer was saying.

(Tony at 00:27:38) Now we're up in the mid to high 90s. So, depending on—yeah. And that's really the maturation of artificial intelligence and machine learning. And just having enough requests, enough conversations go at them to where now we've advanced into what's called Open Dialogue, Open Domain, right? So Open Dialogue means you can pretty much say anything. And open domain means you can pretty much say anything about anything. Right? And they'll be pretty accurate in getting what you're looking for. Right? So that that's really the maturation of the technologies.

(Joel Beasley at 00:28:20) How much of these advancements in NLU are English-specific and how many can translate across languages and cultures?

(Tony at 00:28:30) Yeah. So with the introduction of AI machine learning into NLU and NLP, which has been from the beginning, but we've really made significant advances over the course of the last five or six years really because we've learned to optimize those algorithms. We've learned to use training datasets, you know, things like that. Well-founded training datasets. And being able to learn new languages very quickly is something that AI and machine learning has really adapted to, right? So, yes, a lot of the development effort is initially done in English.

(Tony at 00:29:17) But English is actually a hard language. And I think we can all understand why, right, which is we've never made up a rule that we weren't willing to break. Okay. And we're always willing to invent new words, right? So if you look at the world languages holistically, much of the introduction of new words and new sentence structure rules are based on English. Right? So I really think that starting with English is a strength. Right? And that you can then move to other languages pretty quickly because the language is more structured there. The rules are more set and introduction of new words is usually an English word. So you can—you can see that development of and support of different languages once you understand is not as hard as most people think.

(Joel Beasley at 00:30:18) That makes sense. I hadn't thought of it like that before. Now, yeah, it totally makes sense. It's definitely a strength to start with one of the hardest ones and work from there.

(Tony at 00:30:28) And then, of course, some of the Asian languages are more difficult to learn because they're double-byte, and so on and so forth. But the technologies are there, and there are enough vendors now who support those languages, that it's fairly easy to find ASR, NLU, NLP that is in the high 80s to mid-90s in its ability to understand.

(Joel Beasley at 00:30:53) That's awesome. So I want to talk a little bit about the culture at your company and your team. Is that cool?

(Tony at 00:30:59) Yeah. Sure. Absolutely.

(Joel Beasley at 00:31:01) So what would you say are some of the most important culture items to you specifically and what you prioritize within your team?

(Tony at 00:31:12) Yeah. So we're really all about improving the customer experience. Right? So we're very customer-focused. And when I say that, I don't just mean that we're focused on our own customers, but we're focused on our customers' customers, right? Really understanding the shoes that they're walking in, you know, understanding the experience that they're expecting, and making sure that we do everything that we possibly can to be experts in that and help organizations that we work with deliver on that promise that they made. Right? It's why we're very highly ranked by all of our customers who are major brands in the particular verticals that we work with, in particular in high-tech. And we are also highly rated by their customers. So typically, Hexaware is at the top in terms of the customer experience and customer satisfaction rating for any given brand that we work with.

(Tony at 00:32:16) We're usually their top vendor. And it's because of that maniacal focus on delivering the best customer experience that we possibly can for their customers built around their business rules and the unique definitions that they've put together that they want their customers to experience.

(Joel Beasley at 00:32:39) I wanna dig in a little more. How do you celebrate the wins within your team? And then how do you handle failures or mistakes and make sure you learn from them?

(Tony at 00:32:51) Yeah. So that's a great question. You know, Hexaware is very team-oriented, team-focused. And we're all about continuous learning. So I'm gonna tackle the how do you address if you had some failures or suboptimal delivery, right? And that's really being able to measure and manage. So you can't manage what you don't measure. So using analytics to really understand how we're delivering and are we meeting the customer expectation? Are we meeting the brand's expectation? Are we delivering on the marketing expectations that they set were? And if we're not, you know, quickly adapting, learning, training our folks better, you know, just bringing in additional expertise where needed from possibly another project where we're having great success and quickly leveraging the learnings from that experience.

(Tony at 00:33:57) That's the benefit of having a larger organization like Hexaware, who is a customer service expert and allowing us to pull from different experience levels, skill sets, and successful projects that we've done with other organizations. And, you know, how do we celebrate success? We celebrate success as a team by just really giving the kudos out liberally. But in addition, you know, taking people who have performed well and moving them up in the organization. So if you look at Hexaware, the folks who have been here, many of them have been here very long, ten years. You know, in the United States, the average executive stays with an organization around eighteen months on average. At Hexaware, it's, you know, three, five, ten, fifteen years. I mean, we've got executives who have been here, you know, fifteen, twenty years. And we're very proud of that point. And we are very proud of the fact that we promote from within. We help people build their skills and grow in their career, and we reward them for that.

(Joel Beasley at 00:35:16) That's awesome. Yeah. It sounds like you have really open communication across the different business units.

(Tony at 00:35:22) Absolutely. And, you know, very much like the story you told about yourself. You know, growing up from within, people being recognized for outstanding performance, and being moved up in the organization with those skill sets being leveraged. So it's really important for us to be able to do that.

(Joel Beasley at 00:35:42) Do you have any programs for cross-training if an employee comes and says, "Hey, I've been doing this one thing for a long time, but I would really like to get into this other side of the org." Do you guys do that?

(Tony at 00:35:55) Yes. So Hexaware—we have HexaVarsity. Right? So, you know, it's basically, it's our entire learning platform, and we bring in the learning capabilities of our partners as well. And we facilitate people getting certifications in various solutions that we deliver. So, you know, Microsoft, Amazon, Google, Oracle, ServiceNow, Salesforce.com, you know, all of their learning platforms are brought in. So we allow people to take those trainings for free, get their certifications, and really let them define their own careers, right. So if someone exhibits the willingness to learn, willingness to move, and be creative in how they want to move around within Hexaware. We try to facilitate that.

(Joel Beasley at 00:37:00) That's really cool.

(Tony at 00:37:01) Yeah.

(Joel Beasley at 00:37:02) So here at Modern CTO, we're a remote company. And, so we're all kind of distributed across the US. But about quarterly, we get together in person and we go out to dinner and we do some kind of fun activity as a team. And that's been awesome to actually get to see my coworkers, not on a Zoom screen. And we always have a good time together. So I'm curious—and we just had one, so it's on my mind. We were down in Bradenton, Florida hanging out, but I'm curious. What are some fun things that you guys do for your employees?

(Tony at 00:37:38) Yeah. So we absolutely, you know, celebrate wins here. And we also celebrate, you know, things like public holidays, religious holidays. So we have many different backgrounds here at Hexaware. So we celebrate all that. Many of those are group gatherings, and those happen on a fairly regular basis. If we aren't able to celebrate them together, we do celebrate them remotely. We have people distributed all over the world. We do have centers with large populations in India and the Philippines and Mexico, and in some cities here in the US, as well as Australia and Asia and Northern Europe. So we do have large centralized facilities where we have these group gatherings. But we also do celebrate remotely. We do bring people together when it makes sense, but we're very large. So that can become quite expensive. So we try to do those things that are necessary in person and those things that we can do because they're a little bit lighter touch that we can do via virtual technologies.

(Joel Beasley at 00:39:02) Well, it's cool that with how large and distributed you are, you have those center population centers within the company that people can see each other if they would choose to.

(Tony at 00:39:15) Yeah, so here in the US, we have centers in California, in New Jersey and Atlanta, in Texas. So we have very regionalized facilities that we can go to. And then around the world, as I mentioned, we have large, much larger organizations there. So they're in central facilities.

(Joel Beasley at 00:39:41) Cool.

(Tony at 00:39:42) Yeah.

(Joel Beasley at 00:39:43) Well, before we wrap up, is there anything that we really wanted to get out to the world that we didn't get a chance to touch on yet today?

(Tony at 00:39:50) You know, I think we've done a pretty good job, but I'll just put our commercial out there. If you're looking at improving the customer experience for your customers, really reach out to us. We have a lot of resources in this area. We work with some of the world's largest brands, well-known household names, use Hexaware for the specific skill sets we bring to the table, especially our ability to improve their customer experience.

(Joel Beasley at 00:40:22) Cool. And are you guys hiring? You want people to reach out to you?

(Tony at 00:40:26) Always. Always. Always. If you are really looking to establish yourself in the customer experience transformation world, please reach out to me. Send me your resume at [email protected]. We'll take a look at it. We'll see where you fit, and we'll get you on board.

(Joel Beasley at 00:40:48) Thank you so much for listening. And if you found this episode useful, please share it with a friend or colleague who you think would get value from it. And if you have topics that you'd like to hear discussed on the podcast, either add me on LinkedIn or send me an email [email protected]. Every time I get an email or LinkedIn message, it absolutely makes my day and inspires me to keep going.