03 / Vendor evaluation · systems migration · change management
Turning customer conversations into coaching material.
Through separate Dialpad and Otter initiatives, I introduced more consistent visibility into phone and sales conversations.
My role
Ownership through adoption.
I coordinated providers, handled integrations and technical support, communicated with leadership, and helped employees adopt the systems. The sales-recording initiative extended beyond my core department and required sustained approval and adoption work.
Outcome
What changed.
Separate Dialpad and Otter initiatives provided records for review, coaching, and training. No quantified impact is claimed.
The project, stage by stage
How I moved the work forward.
01 / Challenge
Managers had limited visibility into the conversations.
Calling problems with Nextiva prompted a review of the phone system. Call review was largely reactive rather than a regular coaching practice. In sales, there was also little direct visibility into in-home conversations or why opportunities failed to close.
02 / Ownership
I took responsibility across technical and departmental boundaries.
I coordinated providers, handled integrations and technical support, communicated with leadership, and helped employees adopt the systems. The sales-recording initiative extended beyond my core department and required sustained approval and adoption work.
03 / Dialpad
I migrated the phone system and introduced a coaching process.
During my final three months at the company, I implemented Dialpad to address calling issues and improve call visibility. Transcripts, summaries, dispositions, and AI coaching gave managers more material for reviewing conversations and training reps. This was separate from the earlier direct inbound-line project.
04 / Otter
I found an approach that fit the available budget.
I evaluated specialist sales-conversation platforms, including Rilla and Siro, but the company was not prepared to fund those options. I secured approval for Otter AI and worked toward adoption for in-home and virtual sales conversations, creating recordings, transcripts, and summaries for review.
05 / Adopt
Approval was only one part of the work.
Getting the sales team to use the process took time. I explained the value, supported the rollout, and made the workflow understandable to nontechnical employees and managers. The resulting records provided a more consistent reference as sales-management responsibilities changed.
06 / Outcome
The company gained a durable reference for review and training.
Both initiatives introduced operational visibility that had previously been limited. To my knowledge at departure, these processes remained in use. No quantified sales lift is assigned to this work. The later Dialpad implementation is not included in the earlier historical performance metrics.
The case studies are based on my experience and recollection. Demonstrations use newly reconstructed examples with fictional data, not company records or original screenshots. Rollout durations are approximate and distinguish initial setup from overall implementation.