No-nonsense tips for listening to your customers

INTRO:

You're listening to CX Confessions, brought to you by Khoros. In each episode, we’ll share the customer experience stories and insights you need — straight from the sharpest minds in CX — to better connect with your customers and create customers for life. Let's start the show.

KATHERINE CALVERT:

Hello, hello and welcome back to CX Confessions. The customer experience show. I am Katherine Calvert, CMO of Khoros, joined, as always, by my most amazing co-host, Spike Jones, GM of our Strat Services business. Spike, how you doing today?

SPIKE JONES:

Hey, you know what, it's another hot day in Austin, but that's just how it is. So I'm good. I'm good. Good to be here.

KATHERINE CALVERT:

It's always, it might always be sunny in Philadelphia, but it's always hot in Austin.

SPIKE JONES:

Amen, sister. Preach it. Preach it.

KATHERINE CALVERT:

Well, it's still summer here in San Francisco. It's the tail end of summer and it's a balmy sixty two degrees, so —

SPIKE JONES:

So jealous.

KATHERINE CALVERT:

I know. Wish we could kind of meet in the middle, but let's get to the show. We have a very, another very special guest today, one of my favorite people and industry colleagues. We are joined today by Susan Ganeshan, who is the new CMO at Clearwater Analytics. Very exciting company, but she just joined.

She comes from a long history of marketing leadership with B2B companies. I got to know her because she was the CMO of Granicus, which is one of the leading companies serving local and state governments — software company, I should say. We were “portfolio company family” when she was at Granicus, because they're also owned by Vista. So we got to know each other well. She actually spent a lot of time in social and digital engagement software before moving over there.

So she has some great stories to share with us. She's a person I call when I have a question about how to think about a problem in marketing, how to think about connection, how to think about business value, and I am so happy to welcome her to the show.

SUSAN GANESHAN:

Thanks for having me, Katherine.

KATHERINE CALVERT:

We cannot wait to dive in and I did want to start by going back a bit. So, pre Granicus, pre Clearwater. You spent time in space similar to Khoros — in that customer engagement world, and I know as a marketer we've joked about how, you know, we can build a beautiful brand and tell a perfect story, but when your customers aren't experiencing the same thing, all that good work is for naught. And so your brand is really what your customers want it to be, for better or worse, or what their experience of it is. You have seen this first hand. Tell us a story about your “aha” moment.

SUSAN GANESHAN:

Yeah, and you know for me it is that. The customer experiences real time, and it doesn't traverse into the time you might be able to handle it. So let me give you the perfect example. I was working at an organization, as Katherine said, that monitored social media. And we did this on behalf of restaurants and hotels primarily. And we helped them with things like new product launches or new redesigns.

In this case, we were employed by a company, a small boutique restaurant called Le Diplomate, which is right in downtown DC — by the way I'll just put my plug in right now, if you're in DC, and you want a great meal, you can literally have probably one of the best burgers on the planet at Le Diplomate. They have good wine, good advertisers. Go to Le Dip, they will not disappoint.

Anyway, they were opening and they asked us to monitor their social media and what we learned by doing our text analytics, very quickly over their opening day social media in real time, was that the servers were taking very long to get to the tables. They would have recognized this three days later, but their reputation from those opening nights would have already been solidified, right. So what we were able to do is swoop in and give them that information, same day, real time, have them adjust it and make good on, you know, an amazing opening day. And you know, then they generate fans like me who talk about them on podcasts like this.

So you know, I guess the big takeaway there is, real time matters, right. Understanding the customer in the moment is very important. Let me give you one other example. I have been a long time United flyer and I worked for another company where we monitored and helped United monitor their customer feedback. So I knew that United was listening and I was going to get on a plane one time and the plane you know was diverted and I ended up having to be rebooked. Instead of being rebooked on United, I got rebooted on US Air, and I was just frustrated because then I had to go back through security. It was a whole mess. Anyway, I, in my frustration, knowing that United was listening, I tweeted at United and from the time I showed my ticket to the US Air agent till I sat in the seat — what's that take? Three, four minutes, maybe? Right? So like that three, four minutes United had tweeted me back.

SPIKE JONES:

That's great.

SUSAN GANESHAN:

it is. You know, you think, my gosh, this is a huge airline that must be getting many, many messages. They were on top of it and I was impressed. So you know they couldn't solve my problem because I was on US Air, but I just, I felt better, and I'm a loyalist. You know not everybody has, everybody has their issues with the airline industry and everything like that. But what makes a big difference to you and what keeps you a loyalist is when you hear that that vendor is listening, and obviously they are.

KATHERINE CALVERT:

I love that story. I'm a 1K on United too, so, and I think it's important that United, and they’re a customer of ours to so they were using our software to help respond to you, but that ability to know that they should respond to you, as a loyal customer, quickly, and prioritizing who they respond to and what conversations they respond to when, that's tricky stuff, all right, and I think then it gets into, how do you connect all those dots behind the scenes? How do you unify a team and behind doing the right thing by a customer? It sounds like the right thing to do, but it's hard to mobilize.

SUSAN GANESHAN:

It is because, you know, whose job is it? Well, social media is marketing's job, but customer support is the support team's job, right, and then how do you, when do you know when it's a marketing effort versus a support effort? I had heard of other examples of people in the airline industry sort of you know, jumping on this and putting together a tag team of people. Pulling from marketing, pulling from customer support, pulling from leadership and having them all monitor social channels in times of crisis. And you know, certainly don't be afraid, no matter what size company you have, and that was a huge airline in the Netherlands. But no matter the size company you have, you can create an environment where you know on load there is a tag team approach. And guess what, today with cloud software, you know that is freely available out — not freely, but it is available out there.

KATHERINE CALVERT:

Easily available.

SUSAN GANESHAN:

Easily. Easy to use. Easy to learn. Easy to remember how to use if you haven't been in there for a while. You can absolutely create a team that responds in crisis. So, and then the day to day, that's just a matter of working it out with your business on, you know, who’s best. In my last company at Granicus, Katherine, you all helped us stand up a community and that community process of standing it up was a combination of marketing and customer support. We were one hundred percent teamed at the hip. Every decision we made on, you know, which channels we were opening up and how we were going to support that customer and the SLAs we were going to put in place, was all a joint effort between marketing and customer service. So you know that alignment is critical.

SPIKE JONES:

Going back to United. You know I will not name the video that shall not be named, but that was kind of the “aha” moment I think for, and I think that was when a lot of companies woke up and — it involved a guitar and a musician. I think that was kind of the awakening of like we have to respond to these people, and we have to, we have to do this. We have to engage now with these folks. And that in a lot of ways changed the entire industry too. For sure.

Now, when it comes to, you talked about, you know, different departments and who owns what and I think that's a struggle for a lot of companies. But when it comes to the messaging, there has to be consistency across that customer journey. Can you share some of your thoughts about how those teams should be put together and even share the responsibilities, and things that you have seen that have worked in the past?

SUSAN GANESHAN:

Yeah. I think if we could just rewind on that customer journey, real quick. One of the biggest mistakes companies make when they're looking at customer journey is they map their customer journey from the inside of their organization. So they pull insiders together and they say hey, what do you think the customer journey is? Well guess what? They are not the customers. They are the company. The only way to get to the true customer journey is to actually talk to customers. The answer to your question is not in these four walls. It's outside, right.

So to completely really understand that customer journey, picking up the phone and saying okay, let's take the software buying process, something I'm very familiar with. Pick up the phone. I would call somebody who's recently bought our software and say: How did you learn about us? How did you research us? What other sort of inputs did you use to make a decision that you even wanted to engage with us? Once you engaged with us, you know, what were the steps along that process? Tell me more about each one of those touch points. Did you get what you needed? Did you need more? And you know at what point did you think, yes, I'm going to do this and what brought you over that line to say, yes, I'm going to buy?

And then tell me about that process since buying is just as important to you know maintaining customers, because customers are expensive to get and very cheap to maintain. Keep that customer in line at like how, what’s your experience been with us so far, and knowing that it's sort of like the last experience in life — and life in general, now I'm a relationship coach or something — it's the last experience that's most memorable, right, and you could do things right all day and leave a dish in the sank and your partner might be mad at you, right.

SPIKE JONES:

Amen. That's a different podcast, by the way. That's the other podcast we have. The relationship one. Well we’ll tell you that you're all for that later.

SUSAN GANESHAN:

That never happens to me, but it's that last experience that is most memorable, and so you got to keep all of them going, and again, so just getting through that entire customer experience again. The answer to your questions is not in these four walls, it's with the customer. So map that journey with them.

Then, it's too big for you to fix everything all at once. There are going to be broken parts. Even in the most well run business, they're going to be broken parts. So it's too big for you to fix everything in one and you’ve got to prioritize and you’ve got to hone in and then you've gotta incentivize.

What incentives are you giving people to ensure that they improve those parts? You know, I love the Zappos story. You know when, I think Tony Shay is his name, he is the CEO. He decided that the customer experience he wanted was keeping customers on the phone longer, not getting them off the phone faster when they called in for support: Hey I bought these shoes, they don't fit. How do I return them? Or, but on the website it’s saying you don't have my size, blah blah blah. I need them for an anniversary, you know, dinner that I'm going to with my husband. And then you know all of this conversation comes out during a Zappo's customer support call.

And the story is that probably it's been pretty well publicized and I'm riffing off of you know kind of years back remembering it, that the story is that people had said in the customer support department, were given metrics of like, to keep a customer happy we can spend up to whatever dollar amount, so they knew that person's home address and they sent them an anniversary gift, right. Sorry, we couldn't get you your shoes in the right size but here's your gift. That creates a customer for life.

KATHERINE CALVERT:

Right, that connection.

SPIKE JONES:

For sure that, I'm just really quick, that reminds me of the Ritz story about, I think it's Ritz hotels, where each employee has a discretionary fund — every employee has a discretionary fund — that they can use to solve a problem. So it doesn't, it doesn't have to be like this hierarchy they like go get approval it's like, you can solve that problem right there and, like you, said that creates loyalty and that creates customers for life for sure.

SUSAN GANESHAN:

I can't believe you brought up Ritz. Have I ever told you my Ritz story?

SPIKE JONES:

No, but I would love to hear it.

SUSAN GANESHAN:

This one will give you chills. Okay, so we, my husband and I had two little toddlers. I think my sons were two and four, and we happened to stay at a Ritz in Florida and it was very rainy and overcast. We didn't have a great vacation. You know it was like bundled up on the beach freezing cold, but —

KATHERINE CALVERT:

With toddlers.

SUSAN GANESHAN:

With toddlers, yeah, yeah. So we're going to the beach one day and I'm a little bit ornery and I'm just, I can't do it all. So I said to my husband: You need to put the lotion on those little boys and take your ring off. I don't want you scratching them while you do it. So he does that. He takes his ring off, puts lotion on. Fast forward to that night and at two in the morning he wakes up, sits straight up in bed, and is like I lost my wedding ring.

KATHERINE CALVERT:

No. And it sounds like it was your fault, Susan.

SUSAN GANESHAN:

It was definitely my fault. So he's tearing the whole room apart. He can't find it, can't find it, asks housekeeping, they look. Everybody looks. So finally we're checking out and the front desk manager says, how was your stay? And I don't know, on a whim I just said, it was great, although my husband lost his wedding ring. And they said we’ll have the housekeeping look. I said, we did that. And we will tear apart the room. I said, it’s fine, we did that. He said well do have a suspicion of where it might have gone? And I said yeah my son is two and he was toddling back and forth between the door jam and the change, plus the wedding ring that was on the dresser, and I heard “clink” and I heard the quarter fall into the door jam and “clink” and a quarter fall, and I said I think it's in the door jam, but you know what, it's just a couple hundred bucks wedding ring. It's fine, it's fine, we'll go get a new one. No big deal. So we get in the car. We're driving down the road, we’re fifteen minutes down the road. We get a call from the Ritz: “We have ripped apart the door jam, can you come back and get your wedding ring?”

KATHERINE CALVERT:

Wow, wow.

SUSAN GANESHAN:

It was so amazing. So we turn around and go back and they hand us a little baggy and in the bag is seventy five cents and the wedding ring.

SPIKE JONES:

Oh that's cool.

SUSAN GANESHAN:

So, I mean that is the power of that point, and they have a dollar value that they're able to go spend to keep a customer for life, and you know, certainly that story has generated a customer for life. For sure.

KATHERINE CALVERT:

Yeah. That is, I mean. I know your boys are, that was fifteen years ago, about.

SUSAN GANESHAN:

Yeah, now they're eighteen and twenty, and I think they still toddle around though.

KATHERINE CALVERT:

And lose things, if they're like mine.

SUSAN GANESHAN:

Yes, take my money, yeah.

KATHERINE CALVERT:

All right. Well, so you touched on this a little bit and I think I think it’s sort of baked into these stories we're talking about which is creating connection and you and I have talked about community at Granicus. When you came to us about community software, it was really in search of a problem to serve your, like, small “c” community right? The software came as hey, here's an opportunity. So tell, I'll never forget, because it was right at the beginning of the pandemic, when you reached out and I'd love for you to share the story of what was happening with your customers and how you came up with an idea to help them.

SUSAN GANESHAN:

Yeah. So let me start with what Granicus does. We sell software solely and exclusively to government, but at all levels of government, federal, state, local levels. And that software helps government people communicate with communities. So we have a lot of best practices that we've established in the, you know, the ways people communicate. You know you shouldn't have to reinvent the wheel every time you want to get a message out on, you know, vaccination spots or whether masks are a mandate or not. And you know you should be able to share that. And so Granicus fosters that sense of community.

But what we didn't have, and what we turned to Khoros for, was a solution that would bring those people together digitally so they could ask each other. Instead of coming through us to each other, they could come directly to each other. We had done a couple of webinars where you know literally, you know thousands, two thousand at a time, government leaders who were responsible for communication were attending these webinars because they were so thirsty to learn what each other, what the other communities were doing.

We held this one webinar where the head of communications for Berkeley, California, told everybody else how she had done, had brought medical experts on to webinars for the community, how she had done live tweets streams where people could ask questions through Twitter and then she and her medical experts could reply. And this was the start of a pandemic. And remember, I think, that it hit Seattle and then went straight to Berkeley. So she was like sort of Ground Zero and you know needed to just go on the fly and was a super, super impressive government communicator.

When we told her story, people were so thirsty for it. They just wanted to talk to her. They wanted to just jam with her and see what else they could learn and do. And that's when we turned to Khoros and said, let, help us build a place where people can learn from each other's best practices. You know in this time of crisis, it's super important, but every day it's important as well, right. You know, as wildfires burn in California, you know what Colusa county does should be the same as what Blind county does. They shouldn't have to reinvent the wheel every single time they need to communicate out to their citizens.

So that was super important to us and why we turned to Khoros and the software there and brought that to market. And then you know what we're seeing is like thousands of people participating. Yeah, and I guess one of the things I caution is you know when people stand up communities, they think if, if you build it, it’s like field of dreams, if you build it, they will come, and what happens is you do have to foster it and there's always going to be a handful, or you know, a relative handful of people who are really engaged in the community and others who are just there to listen.

It's kind of like any sort of room of people. There are the talkers and there's a few people in the room who just kind of sit back and listen and learn a lot. And the community will be the same, they'll be, and it doesn't mean that it's not valuable. If you have a thousand people and a hundred are the talkers, it's still super valuable for the nine hundred who are listening.

SPIKE JONES:

That's great. You know the power of bringing people together and letting them have that conversation, but also you, when you answer someone else's question like, that's empowering, right, and you feel like look you know what I made someone's day and I helped solve their problem. I want to participate more. It's really a powerful thing.

SUSAN GANESHAN:

That's right and you don't, you know not, of course, people have a day job, but what they find is maybe their day job could be easier if they can share experiences with other people and learn those best practices and figure that out along the way by modeling.

I mean it's the same thing I do as a CMO, right. I, you know, I look at what other CMOs are doing and just try to keep up.

SPIKE JONES:

I highly doubt that, but okay. All right. So we have a couple of standard questions we like to ask all of our guests. So one of those is: in your industry, what is a commonly held belief that you passionately do not agree with?

SUSAN GANESHAN:

So you know the story that goes, if Ford listened to customers, he would have just applied more horses to carriages and that he had to completely innovate by ignoring customers? I think there's way more to that story. I wish I was back. I wish I had a time machine and I could go back because I actually don't think, you know, that analogy is true, and I honestly believe, I, so I grew up in this high-tech space by, early on in my career, making it into product management. And I took a course from a company called Pragmatic Marketing. If you're in product management, product marketing, you should always take Pragmatic Marketing courses, another plug for another group. But you know Steve Johnson, he’s at pragmatic marketing, said that you know the answer to your question is not in these four walls. It's with the customer. And I have believed that in my core, since he said it. And it has served me really well in my career.

For example, when I, as a CMO now, my job is to go create content and to build trust between me and my prospective buyers. I don't know what content to create. My internal team might have some ideas, but the real place to find out what content to create is with those customers. And the same goes for engineering a software product or building a new solution, whether it's software or anything. First, you have to understand people, how they're going to use it, how they might use it, what value it can bring. And in that I think yeah, you can have an innovative idea, but it still has to have surrounded of people and the value in how you might be able to change their lives.

All the software companies I've ever worked for and chose to work for is because I truly believe we actually make a difference in some slice of the world. And the only way you can make a difference is by listening to people, understanding their problems, and trying to solve them.

KATHERINE CALVERT:

Yeah, getting a really clear sense of what needs solving. That doesn't mean there's no room for innovation and inspiration, but it means you root it in your customers and prospects. Speaking of, another question we always ask is what is, we're all flooded with data, so what is the most important data for you when you think about really understanding your customers? We get spreadsheets after spreadsheets. What's the information that matters most to you?

SUSAN GANESHAN:

For me, I think it's a return on investment. You know, when I am trying to work with a client to show this thing can bring you value by whether you know in the software world again by helping you decommission other pieces of software or take totally manually done processes and automate them or by improving the speed at which, and the efficiency at which you can get the job done. Any of those to me can yield return on that customer’s investment in your software. And so for me, I'm, you know, I think, as a marketer the most important thing I can do is communicate value back to a prospective client, and the only way I, again, I can get value is by understanding the ROI of those who have already used it.

I will say I'm new to this philosophy and thought process and Katherine, you know like this is a big thing Vista pushes within their organizations. You know we used to joke at our at our board meetings that the “where's your ROI calculator” question would come up at every board meeting and, it does, and so it you might as well build one and do it right and make it work and make it true to the return that the customer can get. And you know truly think about it from all aspects and also by the way, I think many companies I know have these ROI calculators that were whipped up by some sales engineer who just like pulled a few parameters and tried to throw it together. I would go professional all the time and you know get one done that truly understands the industry and the changes that you're making in those customers.

KATHERINE CALVERT:

That's such good advice, yeah. That's such good advice. I think we, especially when it's an enterprise software solution like ours, we can be a little inside out right and think, well, only we understand how to really calculate the value, and I had to come at that with that outside perspective of, hey, we can say what the ROI is, but the value of having a third party model is, it’s just it's such a huge pay off in terms of credibility. So I learned that too. I had to learn that the hard way too.

SPIKE JONES:

For sure. And working in, from the agency side, you know, we get asked a lot: what's the ROI of social? Like I have a tweet. And back then it was, it was hard to connect those dots, for sure, but with the software now, and especially with the intelligence and the data, it's gotten a lot easier to go well look, this is the cost of an unanswered tweet. This is the cost of losing a customer for you know, life. This is the cost of gaining a customer for life. But I think the biggest thing for me is we would always sometimes back into it and say this is the money you're saving because you're doing the stuff and putting that together was always very much important and well received.

SUSAN GANESHAN:

Yeah. I feel like everything you do should be measured. I think people say it the other way, which is, it's not worth doing if it's not measured. But yeah. I struggled with that when, at previous software companies, when you know peers of mine would say, hey, can you just, can you run an ad in the newspaper, or in Forbes, or in this publication? And in print ads I just, I mean, I might be backwards, but I struggle so much with them, because you know how do you measure, you can't even measure impressions, let alone, which is funny numbers anyway, but like, how do you measure the the progress against a print ad, right?

And so I strongly encourage digital and get your UTMs together and make sure they trace all the way back through your Marketo Salesforce and any other tools that you're monitoring that spend on, because otherwise it's just not worth doing. You're just you're, literally throwing your company's cash out the window if you can't measure and link it back.

SPIKE JONES:

Yeah, connect all those dots. All right. It's confession time. This is CX Confessions. So you've had an illustrious career thus far and much more to come, I know. But, we learn from our mistakes. We learn from the times things might not go so well. Can you share a hard lesson that you have learned along your journey?

SUSAN GANESHAN:

Yeah. I went through a period, again, when I was in the CX space myself and I had a great PR firm that was getting me all kinds of placements, but of course it's a lot easier to get placements and get written up when it's a little bit controversial. And so I had some controversial information about one of the industries we served, and you know just about how bad they were from a CX perspective because we had, we'd done some measuring of, like, you know, publicly available data about them. And I gave it to my PR firm and we wrote it up and I got placed in Forbes and my CEO came crashing down on me because he was like, that means we’ll never sell to that company and we'll never sell this company and we'll never sell that company. And there's not a lot that guy said that I really value but he was right honestly, because you know there's a way to spin everything. You don't always have to just go out there and you know, expose all the warts. And that's kind of what I did in that article.

SPIKE JONES:

Yeah, so in the early days of social when like the social media influencers came along talking about social and they always would bash companies for their poor response. That was my response was like they're never going to hire you now man, you just publicly bashed them. And so we went the other way and our company, we would give the “you don't need us awards.” It’s like hey, you're killing it, and you don't need anybody. And sometimes they would reach out and go actually, we’d love to have a conversation because sometimes we feel like we don’t know what we're doing. But yeah, definitely a hard lesson, for sure.

SUSAN GANESHAN:

Yeah and you know, and then so I sort of later on, I adopted the Jay Baer philosophy of life — and Jay Baer is a social media pundit as well — which is hug your haters, right. Help them, help them do better, instead of the other way around. Anyway, hard lesson. Lesson learned. Moving on.

KATHERINE CALVERT:

I'm gonna, I might, hug your haters. I love that. I’m gonna put that on a post-it. I haven't heard that before.

SUSAN GANESHAN:

Oh, he wrote a whole book. You should read the whole book.

KATHERINE CALVERT:

I got to find that one. Okay. I don't know that one. All right! Well, speaking of hugs, you know I love you and I've known you for a long time, but my audience, our audience, hasn't gotten to spend as much time with you. So we love to end with a few questions so that the world can get to know Susan a little bit better. As we said earlier, we're always connecting and creating relationships, and connecting the dots means talking to people. So that's the spirit of this. It's time for Quick Fire Confessions. Five questions. So I'll kick things off.

What was your first concert?

SUSAN GANESHAN:

I'm totally dating myself.

KATHERINE CALVERT:

We've heard it all.

SUSAN GANESHAN:

REO Speedwagon.

SPIKE JONES:

Nice.

KATHERINE CALVERT:

Ohh, that is so cool.

SUSAN GANESHAN:

I mean, listen to that album, like start to finish. It just brings you back.

SPIKE JONES:

That's great. What was your first job?

SUSAN GANESHAN:

My first teen job was selling clothes in the 80s in a store called Mary Go Round which sold like Michael Jackson-looking like leather jackets and leather pants and Madonna clothes. And I was so good at it. Now I worked on commission. I made so much money. And so, no, my first real job was actually coding in the fin-tech space. I coded solutions for banks, and this is back in mainframe days, so I'm embarrassed to say. And my kids, my kids are going to shrink and die away when I say this out loud, that I coded COBOL. I'm one of those old dinosaurs, like yeah.

KATHERINE CALVERT:

That's amazing. I mean, and for those who don't know Clearwater, that’s kind of amazing, because now you're back in the fin-tech space. That's really cool! Yes. All right! If you couldn't do what you're doing today, Susan, what profession would you attempt?

SUSAN GANESHAN:
So I recently had this opportunity to do marketing videos and I found out that I'm a great creative director. Yeah. So I want to, I'd like literally have this like, huh, I just I think it's really cool to like shoot B-roll and help people, you know, say things that are in script them and all of that, even though all of this has now been scripted, by the way.

SPIKE JONES:

That's a good one. That's a great one!

SUSAN GANESHAN:

That's fun! That's a cool discovery.

SPIKE JONES:

What is the favorite app on your phone right now?

SUSAN GANESHAN:

Well, My Fitness Pal was probably my favorite. I had a knee surgery and now I need to count calories because I can't move otherwise. But yeah, I mean, really great app and it keeps getting better.

SPIKE JONES:

Good customer experience, for sure.

SUSAN GANESHAN:

Yeah, very good customer experience.

KATHERINE CALVERT:

Okay, last question before we sign off: what is your biggest indulgence?

SUSAN GANESHAN:

Well, I kind of, I love cars. So I just kind of love —

KATHERINE CALVERT:

Classic cars, muscle cars, shiny sports cars?

SUSAN GANESHAN:

So I'm in love with the 2020 and 2021 Corvette.

KATHERINE CALVERT:

Oh my gosh.

SUSAN GANESHAN:

I just bought myself a new mid-engine convertible car.

SPIKE JONES:

Nice.

KATHERINE CALVERT:

You lost me at mid-engine, but I love learning this about you. This is fascinating.

SUSAN GANESHAN:

I just, I am just so thrilled with cars. My partner has a motorcycle and I've always been that person who's like, mmm, you know, motorcycles are too dangerous. But going fast in that thing, so much fun. So yeah, cars are sort of something that I continue over the years, I've you know, dabbled in, you know, experiencing a little bit, but I just love them.

SPIKE JONES:

That's awesome.

KATHERINE CALVERT:

That is so cool. Well, thank you so much. We will let you drive off into the sunset.

SPIKE JONES:

Oh, well done, well done.

KATHERINE CALVERT:

But you've been a fantastic guest, as I knew you would be. Thank you for sharing your stories. Thank you, Spike, for great conversation. And we hope you will join us again for the next episode of CX Confessions. Thanks for being here.

SUSAN GANESHAN:

Thanks everyone.

KHOROS

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