How to Build a High-Value Customer Experience Products with Conga SVP, Eric Carrasquilla

As the Senior Vice President of Product for Conga, Eric Carrasquilla knows two things: No. 1 products can fundamentally change the workflow of any business. And No. 2, more times than not, customers will tell you what they need, even if they don’t necessarily know how to describe it.

“We keep going back to this Apple example, the famous one related to the iPod… No one asked for your entire music catalog in a deck of cards. They asked for a bunch of other stuff. But Steve Jobs, being able to come back and say, ‘I understand the problem you're trying to solve.’ You don't want to lug all this stuff around and it's difficult to go through and do, so what about this?’ And having people go, ‘Oh, yes, it's what I need. And didn't know what to ask for.’” 

That's the challenge faced by anyone in the business of product development: to deliver revolutionary products and services, without having to be asked to do so. On this episode of IT Visionaries, Eric details how his team goes about meeting that challenge by developing services with the customer experience at the forefront. Plus, he explains the importance of working hand-in-hand with your developers.

Main Takeaways

• Might Not Be the Product they Want, But it’s the Product They Need: One of the defining features of any company is how it listens and gathers information from its clients. When it comes to product development, this is key. Your clients might not always be able to convey to you the exact problem they need to be solved, but through discovery, research, and multiple conversations, similar themes will begin to emerge that will help your product team understand what needs should be addressed.
• This isn’t Monopoly: As a product team, it’s important to understand that your department does not have a monopoly on good ideas. Remember, ideas can come from all departments — clients, R&D, product, etc.. Don’t back yourself into a corner and think that only your team knows how to solve problems. Siloed and structured approaches rarely succeed.
• Acquired Remotely: When you are going through an acquisition, the first thing you need to ask yourself is how do our products complement each other? What areas of the acquiring company are useful and how can we integrate those into our network? When you are doing this in a remote environment, communication is of the utmost importance. You should be constantly over-communicating with your teams to make sure you are achieving the best result, but also making the transition as easy as possible.

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