I used to work for Sprint. I never got that Dan Hesse had strong empathy for customers, but that he knew that good customer service was going to be good for investors in the medium run.
The guidance in engineering was always to make sure customer experience wasn't bad, but the framing wasn't "think of the poor consumer!" - instead it was "we absolutely must reduce churn or die."
I was glad he was CEO and still impressed that he's stuck with it.
The guidance in engineering was always to make sure customer experience wasn't bad, but the framing wasn't "think of the poor consumer!" - instead it was "we absolutely must reduce churn or die."
I was glad he was CEO and still impressed that he's stuck with it.