Adoption was being debated with broad reminders. I built a reporting process that showed exactly where the breakdowns were happening — and adoption reached 98% in three weeks.
AWS Billing launched River to standardize how Customer Service representatives submitted tickets. Leadership knew adoption was lower than expected, but no one could explain where the breakdowns were occurring. Without visibility, every discussion ended with broad reminders instead of targeted improvements.
I started by identifying the data that distinguished River-generated tickets from standard tickets. Once I found it, I combined ticket data with employee, manager, department, and regional information to build a reporting process that showed exactly where adoption was succeeding and where it wasn’t.
Instead of reporting a single adoption percentage, I created reporting by manager, region, department, and receiving team so leaders could see where coaching was needed. I also created a feedback process that allowed Customer Service representatives to report workflow issues directly to the River product team, giving both operations and engineering better visibility into improvement opportunities.
Adoption reached 98% in three weeks