Meg Kennedy

Case studies

01

Login problems on Pivot traced back to the webinar setup

0 webinar support cases a week, down from 30 Tools: ZoomSalesforceFive9Claude Read the case

The problem

Pivot is a webinar subscription product with a few hundred subscribers. Members kept hitting login problems on the Zoom webinars, and the same tickets kept coming back.

What I did

I manage Pivot and handle tier 2 support, with a part-time teammate on tier 1 and check-in calls. The login problems traced back to how the webinars were set up in Zoom, which belongs to our Curriculum & Training team (they run content and learning management). I used Claude to pull support cases and voicemail transcripts into a client-feedback report, took it to Curriculum & Training, and asked them to change the setup.

What changed

Curriculum & Training changed the setup based on the report, and the cases dropped right away. They haven't come back. Webinar days got so quiet that I checked whether our case intake was broken. It wasn't. I don't manage that team; the client feedback did the convincing.

Next: Holding the support queue to same-day ↓

02

Holding the support queue to same-day

89 to 96% of cases closed the same day, across 2023 Tools: SalesforceFive9JiraZoom Read the case

The problem

Clients who write in want an answer the same day. A case that sits overnight usually comes back as a second email or a phone call, and the team spends tomorrow catching up on today.

What I did

As Digital Support Manager I set targets the team could check every day: close at least 85% of cases the same day they come in, leave nothing sitting in New status at the end of the day, and keep rescissions (clients canceling inside the cancellation window) under 10 a month.

What changed

We beat the 85% target every month of 2023, and client feedback called out how efficiently we handled their cases.

Meg invested in the growth of those around her, providing thoughtful coaching, guidance, and opportunities for her team to succeed.

Next: A template got coaches using a feature they'd skipped ↓

03

A template got coaches using a feature they'd skipped

29 of the 57 coaches using the feature now use the template Tools: ReviiZoom Read the case

The problem

Revii, our client SaaS product, added an integration that sends each coach's pre-session form automatically and gives us visibility into the answers. Few coaches used it. To use it at all, a coach first had to build a form from scratch, and some were already sending their own Google Forms by hand.

What I did

New coaches, and plenty of experienced ones, were never going to build a form from scratch. Most wanted something they could set up in a few clicks, so I suggested a Tom Ferry recommended template. Building it wasn't my call. Product, Coaching, and Curriculum & Training built it from existing forms and coach feedback. Once it was ready, I pitched it to coaches on a webinar. I've supported these coaches for years, and they take my recommendations seriously.

What changed

Half the coaches now using the feature started with the template. The other 28 use custom forms.

Jared told me you stepped up and wanted to present the pre-call form at the Coach Connection, and you've been really plugging it with the coaches you support. Just wanted to say that I really appreciate that.

Great work suggesting that!!!

Next: Business analyst on a rocky systems rebuild ↓

04

Business analyst on a rocky systems rebuild

Tools: SalesforceHubSpotFive9ShopifyStripeAbsorb LMSRevii Read the case

The problem

The company rebuilt most of its systems in one project: Salesforce, HubSpot, Five9, Shopify, Stripe, Absorb LMS, the public website, and Revii, our member-only client SaaS product. Someone had to translate between the people who use these systems and the contractors building them.

What I did

I was the internal business analyst and project coordinator, turning business needs into technical requirements for contractors. On Five9, a 60-user deployment, I worked with Five9 and the implementation contractors to define call routing, the phone tree, IVR, and queues around the reasons clients actually call. I wrote the test scenarios and ran acceptance testing; the contractors did the configuration. On Absorb, our client-facing LMS, I led adoption training and still collect client feedback on how courses are tagged and organized.

What changed

All of it went live in April 2025. The rebuild as a whole was rocky, but the Five9 phone system, which routes calls by the reason the client is calling, has been its most reliable part. It fit how we work from launch and has needed very little adjusting since. I still monitor everything and send bugs and workflow gaps to the right technical owner.

Huge thank you to Meg for being an absolute rockstar throughout the ES 2.0 transition! Your willingness to jump in … has made such a difference for our team. You've consistently gone above and beyond, and we truly don't know what we'd do without you.

Next: Tools that give my team more time with clients ↓

05

Tools that give my team more time with clients

Tools: ClaudeSalesforceHTML and JavaScriptSlackMicrosoft 365ZoomFive9 Read the case

The problem

My team handles dozens of case types, from payment declines to cancellations to coach check-ins, and each one has its own steps, policies, scripts, and Salesforce notes. Keeping all of that straight took attention away from the person on the phone. None of it was big enough to get developer time.

What I did

I build these with Claude. Claude writes the code; I decide what each tool does, test it, and fix what breaks. What's Next covers about 70 case and call types, from payment declines to renewals and transfers. For each one it walks a rep through what to say, which policy applies, what to do after, and a Salesforce note ready to paste. Daily Desk is my own dashboard. Three times a weekday it gives me one ranked list of replies waiting, stuck cases, clients at risk, and things I promised in meetings. It drafts replies but can't send anything; I decide what goes out. A weekly QA review pulls call transcripts and Salesforce case data, flags interactions worth coaching on, and posts them to Slack. My part-time Pivot teammate gets an AI-generated call list each morning, so she knows which subscribers to check in with.

What changed

My Pivot teammate finishes her call list every day and has asked for more. Those calls have turned up a subscriber testimonial and feedback we're now using to guide product decisions for Pivot.

I packaged Daily Desk so another manager on our team can set up their own copy in about half an hour, scoped to the groups they oversee and drafting replies in their own voice. One manager uses it daily, and two more are setting it up now.

What's Next is still in testing and close to launching for the team. I'm turning it into a Chrome extension that fills in Salesforce fields more directly, with fewer clicks.

Next: Livestream support for 3,000+ people at once ↓

06

Livestream support for 3,000+ people at once

1,176 cases came in on one day of Summit 2025, and the team closed 810 of them Tools: AcceleventsSalesforce Read the case

The problem

Tom Ferry's annual Success Summit streams live to 3,000+ attendees. When something goes wrong on a stream, everyone writes in during the same few minutes, and the staff answering have very different comfort levels with tech.

What I did

I was the client success lead for livestream support in 2025 and again in 2026. I trained the team before the event, was their escalation point during it, and monitored the stream.

What changed

That's about 70% of the spike, closed the same day by a team I trained for it.

Success Summit Livestream would not be possible without Meg! A cornucopia of knowledge in every aspect. Provides support to every department before, during and after the event. Could not be more thankful for Meg totally Owning support!

I just wanted to shout out Meg for live stream support! She was able to help everyone so quickly when we needed her!!

Meg, you are an all-star!! … Great job today!!

… Thank you for all the help these past three days!! <3

Next: Running the SCA's five days at WorldCon ↓

07

Running the SCA's five days at WorldCon

Tools: Google DocsClaude Read the case

The problem

The Society for Creative Anachronism took a five-day presence to WorldCon (LAcon V, August 2026, at the Anaheim Convention Center). That meant a makerspace, a fan table, a combat demo, and a panel, all staffed by volunteers.

What I did

As event lead, I was the program manager for nearly 70 volunteers across those four areas, plus scheduling, insurance, and the floor plan. It was volunteer work, on top of my role as Kingdom Chatelaine for Caid.

What changed

We've seen at least 20 newcomers across Caid who found us at WorldCon.

Those are the stories. Next are the tools: two for my team, and three I built for the SCA and for myself. See what I've built ↓

Things I've built

The first three are live and public, so click around. The last two are internal to my team; case study 5 explains them.

What people say

From coworkers, my team, and Tom Ferry coaching clients, quoted as written. Clients stay anonymous.

How I work

• I read the tickets, not just the summary. Patterns show up in cases and voicemails long before they show up in a report, so I go looking, then take what I find to the team that owns the fix.
• When the same problem keeps coming back, I stop apologizing for it and go after the setup that causes it. That's how 30 Pivot support cases a week went to zero.
• I manage to numbers the team can check every day, because "do your best" isn't a target anyone can hit on purpose. My support team held same-day case completion between 89 and 96% against a target of 85%. Now I own our time-to-placement target: how fast a new client gets matched with a coach.
• Retention is a team effort. As part of CS leadership I help hold churn below 5% across a 5,000-member coaching base, and I still work renewal, pause, and cancellation cases myself.
• I lead 8 people, including 2 supervisors. I hire, run 1:1s, and set training topics from what the team tells me they need. I wrote our SLAs and escalation workflows so nobody has to guess what happens next. I don't enjoy guessing either.
• I say what I mean, and I'd rather get a direct question than a hint. Nobody on my team has to decode me.
• My favorite fixes help people use the tools they already have, with fewer clicks. When I build something with AI, it drafts and suggests, and a person decides what goes out. Daily Desk can read Salesforce, email, and Slack, and it can't write to any of them.
• When something catches my interest, I go all the way in. Sometimes that's Five9 call routing and sometimes it's how a 16th-century Ottoman hat was built. Either way I write it up, so the next person doesn't have to start from zero.
• I'm the escalation point when something technical breaks anywhere in the business, so a lot of my week is spent between the people who use a system and the people who build it. I like it there.

Experience at a glance

Six titles in 11 years at Tom Ferry, and ten years in retail before that.

1. 2026 to now Manager, Client Success Tom Ferry
2. 2023 to 2026 Digital Support Manager Tom Ferry
3. 2022 to 2023 Digital Support Supervisor Tom Ferry
4. 2018 to 2022 Product Support Lead Tom Ferry
5. 2017 to 2018 Operations Analyst Tom Ferry
6. 2015 to 2017 Client Success Representative, then Lead Tom Ferry
7. 2009 to 2014 Operations Team Leader (Assistant Store Manager) Jo-Ann Stores
8. 2004 to 2009 Team Member, then Front End Supervisor Jo-Ann Stores

The full version is in my resume (PDF).

Questions people ask