Thumbtack Customer Support Team July 11, 2012

Q2 2012 Review and Q3 2012 Plan

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Q2 Performance Review

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Customer Support Performance Dashboard

Highlights: Though the team struggled last quarter to meet the Response Time

goals, we were still able to end and burn 93% of Zendesk tickets last quarter.

Consistent performance was seen for Job Activity view since we bumped up the shared HMs headcount to 7 .

Consistently meet the Tickets Per Hour despite of the challenges we had last quarter.

Challenges/Opportunities: ❒ Response Time went down last quarter due to site changes/updates, and members’

low work hours due to health, family & personal issues. < 2 hours: 50% actual vs 63% goal; 13% ↓ from Q1’s 63% < 6 hours: 75% actual vs 84% goal; 9% ↓ from Q1’s 84% < 12 hours: 87% actual vs 90% goal; 3% ↓ from Q1’s 80% < 24 hours: 93% actual vs 94% goal ; 1% ↓ from Q1’s 94%

❒ Tickets per hour slightly went down to 8.35 from Q1’s 9.60 because tickets were becoming a bit harder and complicated.

❒ VM View significantly went down to 72% from Q1’s 88% due to 2 OBCs who were not that active last quarter in doing OB calls.Note: Defects and Actions taken will be discussed on the next slides.

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• Closely coordinated with Sander and Jake regarding site changes, updates, and possible bugs, and made sure that the team utilizes the form in submitting our users’ feedback.• Reminded some members and gave a soft nudge about their worked hours.• Advised the SMEs not to spoon-feed information, but guide the team in looking for the correct answers themselves.

Response TimeSTATUS:

DEFECTS:

ACTIONS TAKEN:

• Challenged < 2 Hours: 79% to goal (50% actual vs 63% goal) < 6 Hours: 89% to goal (75% actual vs 84% goal) < 12 Hours: 97% to goal (87% actual vs 90% goal) < 24 Hours: 99% to goal (93% actual vs 94% goal)

• Website updates, implementation of tests, and bugs a. Users can’t leave a review (email address is not valid) > escalated to Team SF – pending resolution b. Text notifications issue > Issue resolved! c. Browser issues when responding to lead > happens to some version of IE. Issue resolved by updating to latest IE version or using different browser. d. Payment delays and fraud > Issue resolved! Jake implemented a process on how to deal with these cases. e. Subscription prices > Issue resolved! f. Consumers can’t change the credit card info after BIN has been triggered > Issue partly resolved! – Advise the consumer to pay the SP outside of Thumbtack. Team SF is currently working to integrate a tool which can be used for this issue. g. Commission payment tests > Currently being escalated to Jake h. Projects like resume writers and DJ > Currently being escalated to Jake i. Removal of Reviews > Issue Resolved! Tool has been made available in admin.• Members who are rendering less work hours due to health, personal and internet connectivity issues.• Lack of research and relying too much on SMEs to give the answers

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• Continued to remind the team about our First In First Out rule and advise them not to leave any open tickets in their views.• Asked the SMEs to check each member’s views and reassign the tickets to other members.• Had a discussion with few members that they should at least hit the 8 TPH because of their tenure in answering Zendesk tickets. Reminded them on how to compute their TPH.• Gave a soft nudge to the 2 OBC members about their calling hours and reminded them that answering Zendesk should only be their second priority.

Zendesk ViewsSTATUS:

DEFECTS:

ACTIONS TAKEN:

• Exceeded Goal: Response Time > 90% - Uncategorized - Marked us as Spam - TT Syndication - Domain Order - Job Activity - CL Gig• Challenged: Response Time < 90% - User Question - Upsell Response - Marketing Email - Background Check - Voicemail - Craigslist

• Not adhering to the First In First Out Rule• 2 OBCs were not able to work more hours doing OB calls due to family and personal issues.• There are some tenured members who are a bit slow in resolving tickets due to lack of research and reading/understanding the updates sent to the group. Some also have no idea how the TPH is being computed.

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Q3 Goals, Plans and Proposals

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Q3 Goals and PlansGOALS:

Since we haven’t met the goals last quarter, we propose to maintain these targets:

< 2 hours: 63% < 6 hours: 84% < 12 hours: 90% < 24 hours: 94% Tickets Per Hour: 8

Rationale: Given that we’ve only lost one member last month, the headcount that we

have will suffice to address the tickets coming in on Zendesk. If only all our members will work 40 hours consistently per week, the goals above are very easy to achieve.

We want everyone to become more challenged with their jobs. Since all of our members are already tenured, we are expecting them to step up with their performance and deliver beyond what is expected from them.

Support is given real time with the chat room being manned by the SME. Also, we want to empower all our members to help each other and learn to share their knowledge to everyone.

PLANS/STRATEGIES:

SME PROCESS:

Jhara has stepped down from the SME post since she needs to focus on other personal issues. She won’t be able to commit to always work during PST time but gave her word that she will continue to complete the hours required.

We will keep Betchie as the team’s SME. With the tenure of the team, one SME is enough to monitor Zendesk activities since I and the ADDs will still be there to assist her.

We will continue to utilize the Skype chat room to address the concerns of our members real time, assign tickets based on date/time it was submitted in Zendesk, and hold a chat meeting if needed.

PLANS/STRATEGIES (cont’d):

INTERVENTIONS:

Feedback: Continue to provide feedback through ticket and call recording reviews:

Owner: Deputy and AssociatesFrequency: Weekly

# of ticket reviews: • 10% to 12% of total Zendesk tickets for block 3, 6, and 9 members (bottom in quality) • 5% to 8% of total Zendesk tickets for other blocks.# of call recording reviews: * 5 per OBC per week

Note: The SME is not required to review any tickets but it will become handy for her during coaching.

Coaching: Provide monthly coaching to touch base with the member’s

performance, and provide a venue if he/she wants to raise any concerns which will help him/her to improve.

Owner: Deputy, Associates, and SMEFrequency: Once a month

One-On-One This is something that was not done last quarter. This will be

implemented at least once a every quarter (better if it can be done monthly) so our members will feel that we love to hear their thoughts, and share their lives with us.

Spreadsheet will be created which will contain the details of the conversation, and the concerns of our members that need to be escalated to the higher management.

Owner: DeputyFrequency: At least once per quarter but I’ll do my best to have conduct this monthly.

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Q3 Goals and PlansPLANS/STRATEGIES (cont’d):

PERFORMANCE MANAGEMENT SYSTEM:

Balanced Scorecards (BSCs) Continue to utilize the following BSCs for the team. Majority of the

metrics, weights, and targets are maintained: HM BSC OBC BSC

For Quality, weights for Voice recording was changed from 60% to 70%, and Zendesk tickets review from 40% to 30%. The team is required to send 5 recorded calls per week.

SME BSC For deliverables, the SME is not required to send

any feedback anymore. She still needs to review few tickets of each members since this will help her during coaching.

9-Blocker Continue to monitor the team’s performance using the 9-blocker

approach: HMs: Tickets/Hour vs Zendesk tickets review OBCs: Callbacks made vs Voice recording (70%) and Zendesk

tickets (30%) review The 9-blocker results will be used as basis of rate increase. Stop limiting the members’ worked hours to 40 if they belong to

block 9. The impact of those who will be part of block 9 and other lower blocks will be on their eligibility to get a rate increase and their stay as a CS member (to be discussed next).

Monthly and Quarterly Evaluation Start providing a more detailed monthly and quarterly evaluation

together with their BSCs. Spreadsheet will be provided to track each members’ performance

monthly which includes the following: SME’s feedback Member’s strengths and AFIs Agreed action items, owner, and timeline

Follow through will be done on next month’s evaluation to determine if the member was able to improve his/her performance.

If there is no improvement for 3 consecutive months, this can be used as a ground for members’ termination for poor performance.

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Q3 Incentive ProgramTRIPLE TREAT!!!

This incentive program will replace the individual incentive program which was implemented during Q1 and Q2 of 2012.

RATIONALE: All of us are considered as tenured members, and have been doing the same

task for more than 6 months. In order to have an effective teamwork, everyone needs to be held accountable with each other’s performance by:

Sharing of knowledge to everyone when addressing our users concerns through answering Zendesk tickets and/or doing callback.

Providing more interaction within the group while at work Creating a healthy and fair competition within the group.

This incentive will ensure that each team member is aware of their individual performance as this affects his/her mini-team’s eligibility for the incentive program.

Implementing a group incentive is better than individual as this promotes teamwork within the mini-team since they all have a common goal – to get the pot prize!

PROCESS:o The team will be divided to 5 mini-teams with 3 members each (2 HMs and 1

OBC).o The following criteria and qualifiers will be used in determining the winners.

Monthly roll up scores will be used: Criteria:

Tickets Per Hour (20%) Ticket Reviews (50%) Voice recording evaluations (10%)

Qualifiers: The mini-team needs to accumulate at least 480 hours to

qualify. This means each member needs to work for 40 hours for 4 weeks.

Should a team member won’t be able to meet the 160 hours per month, the other team members can shoulder his/her working hours.

Team member can only be excused only ONCE for not meeting the 40 hours of work per week, provided that he/she sends an email stating the reason/s why he/she won’t be able to do so.

INCENTIVES: The following incentive will be given to Top 2 teams:

Top 1: $60 or $20 per member Top 2: $30 or $10 per member

EFFECTIVITY: July 30, 2012 til September 30, 2012 (August and March) We only have 1 week left to end July. One week worth of data will not suffice

to measured the mini-teams’ performance.

MINI TEAMS (will change monthly):

Team 1:JharaAaronJoseph

Team 2:BetchieMauiJenny

Team 3:TepHermzJoyce

Team 4:SheilaCyrusRob

Team 5:RheaAlexPaul

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Appendix

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