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Show Fin's impact to your leadership team

Translate Fin's performance into the cost, customer, and strategic outcomes your leadership team actually cares about.

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About this course

This lesson shows you how to translate Fin’s performance into a story that lands with your leadership team. You’ll learn how to frame your numbers in terms of cost, customer experience, and strategic value, the things executives actually care about.

Prerequisites

Before you work through this lesson, it helps to have the following in place:

  • Fin is live: You already have Fin deployed and automating some of your informational queries, with performance you want to share.
  • Familiarity with Fin’s core components: If you’re newer to Fin, start with the Launch Fin course, which covers launching Fin over chat in an initial pilot.
  • Access to Fin’s reporting: You can pull Fin’s performance metrics from Reports to populate your story.

Video transcript

Look. You've spent a lot of time improving Fin. The numbers are moving in the right direction. Now it's time to show the people who matter what this actually means for our business. But it's not good enough to just hand them a performance report of Fin because they don't think in terms of automation rate or resolution rate. They think in terms of cost, revenue, risk, growth. So we need to translate Fin's impact into terms that they understand. To help you with this, we've made some slides to help you tell the story. It's broken up into four parts. One helps you articulate how Fin is performing and what that actually means for the business. Two helps you show the customer side of the story. Three shows what Fin is giving back to your team. And four helps you frame where you are now, where you're going next, and what you need to get there. Now these slides are here to inspire you, so use them as they are or for inspiration or just make your own. The key thing to remember is the idea of translating or framing things for your audience. For instance, you don't want to say our automation rate is thirty two percent. You need to be more explicit. Instead, thirty two percent of all our support volume is now handled by AI. It's just clearer. Similarly, for resolution rate, don't just say our resolution rate is forty eight percent. Instead, say Fin handles forty eight percent of everything it touches from start to finish. Now these slight changes in framing make these metrics much easier to understand. Your stakeholders are never going to be in the weeds as much as you are. So make your life and theirs easier by making sure each metric has enough context. Okay. We're ready to dive into the deck. So the first slide is all about what Fin is handling. It starts with the most important numbers, the total number of conversations last month, how many of those Fin resolved, and what percentage of our total volume is AI now handling. Below this, then we have a breakdown that goes deeper. It shows how many conversations Fin is involved in versus how many it's not. And of the ones it's involved in, how many did it resolve, how many required a human in the loop, how many did it hand off to your team by design, And how many could it not answer and had to escalate? Now this breakdown helps you tell the full story of how Fin is performing and what's actually happening inside every conversation Fin touches. Next, we're gonna frame this in term of the economics. Here's what it would have cost if our team had handled those conversations. And here's what it actually cost when we used Fin. And at the bottom, you can see the net total savings for this month. That's seventy eight percent less than what it usually would have cost us. This makes it easy for stakeholders to understand the impact that Fin is having. And we're going to go even further here with the what this means section. It's divided up into what this means for the company, what this means for the function, and what this means for the team. So for the company, support no longer limits how fast we scale. A third of our volume went through Fin this month and cost us twenty two k less than the same work used to. For the support function, we got through a busy month with our SLAs intact and no overtime because Fin resolved a third of our conversations before they ever reached our team. And for the team, that's six thousand four hundred repetitive FAQs that they didn't have to get involved in, freeing them up for complex queries that need a human touch. Now, this section is arguably the most important section on each slide. It's where we translate the metrics into a story that our execs can easily understand. Okay, we're going to move on and do a brief overview of the rest of the deck, but we won't be going into the same amount of depth as this first slide. So slide two tells the customer side of the story. We start with real customer quotes from CSAT surveys and Trustpilot at the top. These show what the actual experience feels like for the people on the other end of it. Now, below that, we have customer experience. The overall CSAT score split into Fin and human, then the CX score and first response time. And once again, we're going to use the what this means section to translate everything on this slide. This makes it easy for our execs to see the impact of Fin at these various different levels. It's gonna tell a more cohesive story than just the high level metrics. Okay. On to slide three. This is all about what Fin is giving back. How many hours has it saved our team, and how many people will we have had to hire to do the same? Below that is what the team is doing now, focusing on complex work and the metrics that relate to it. And underneath is where we're investing next before, again, finishing off with the what this means section. So those first three slides were all about explaining Fin's impact. This next slide is more of a roadmap. It's about framing where we are now, where we're going to go next, and what we actually need in order to get there. The progress bar at the top sets the context where we are right now at thirty two percent. And then the next milestone, which is fifty two percent. And further down that, we have our long term goal or our ceiling. Below that, we're listing the four initiatives that are going to get us to our next milestone and a breakdown of how much automation each one is worth. And the final part of the slide are the asks. These are specific concrete things that we need tied directly to the initiatives above, as well as the cost of standing still if we don't go after these things. So the conversation isn't about just what you need. It's about what's at stake if we don't get it. And that's the deck. But to be honest, the deck itself isn't really the point. This whole exercise is about taking what's happening in support and connecting it to the things that leadership care about. So ask yourself, what do my stakeholders care about most? What's going on in the company right now? What are our goals? And then try to explain Fin's performance in terms of these things. Because when you actually make that connection between, like, what Fin is doing and what the business is trying to achieve, it becomes really easy for your stakeholders to see the value that you're delivering and understand why they should invest in it more.

 

Frame your metrics for the room

Your stakeholders are never going to be as deep in the numbers as you are. Small shifts in how you frame a metric make it far easier to grasp, so give each one enough context to stand on its own.

Instead of saying Frame it as
“Our automation rate is 32%.” “32% of all our support volume is now handled by AI.”
“Our resolution rate is 48%.” “Fin handles 48% of everything it touches, from start to finish.”

What the deck covers

The example deck is built in four parts, moving from what Fin is doing to where you’re taking it next.

Section What it does
Fin’s performance The headline numbers, a full breakdown of what happens inside every conversation Fin touches, the economics (what it would have cost your team versus what Fin actually cost), and what that means for the business.
The customer story Real customer quotes from CSAT surveys and Trustpilot, CSAT split by Fin and human, CX score, and first response time.
What Fin gives back Hours saved, the headcount you would have needed to hire, what the team focuses on now, and where you’re investing next.
Where you’re going next A roadmap: where you are now, your next milestone, the initiatives that will get you there, and the specific asks, plus the cost of standing still.

Every slide ends with a “what this means” section that translates the metrics into what they mean for the company, the function, and the team. This is arguably the most important part of each slide. It’s where numbers become something an exec can act on.

How to use this deck

Any time you’re presenting Fin’s performance to leadership, make the example deck your starting point. Use it as-is, swap in your own numbers, or let it inspire your own version.

Either way, remember: execs don’t fund support metrics, they fund outcomes. The more clearly you connect what Fin is doing to what the business is trying to achieve, the more productive these conversations get.

 

What’s next?

You now know how to turn Fin’s performance into a story your leadership team will act on. So what now?

The example deck from the video is available to download inside the Optimize Fin course, along with everything else you need to scale an existing deployment: prioritizing your roadmap, expanding to new channels and audiences, monitoring quality, and sustaining performance over time.
👉 Take the Optimize Fin course

About this course

This lesson shows you how to translate Fin’s performance into a story that lands with your leadership team. You’ll learn how to frame your numbers in terms of cost, customer experience, and strategic value, the things executives actually care about.

Prerequisites

Before you work through this lesson, it helps to have the following in place:

  • Fin is live: You already have Fin deployed and automating some of your informational queries, with performance you want to share.
  • Familiarity with Fin’s core components: If you’re newer to Fin, start with the Launch Fin course, which covers launching Fin over chat in an initial pilot.
  • Access to Fin’s reporting: You can pull Fin’s performance metrics from Reports to populate your story.

Video transcript

Look. You've spent a lot of time improving Fin. The numbers are moving in the right direction. Now it's time to show the people who matter what this actually means for our business. But it's not good enough to just hand them a performance report of Fin because they don't think in terms of automation rate or resolution rate. They think in terms of cost, revenue, risk, growth. So we need to translate Fin's impact into terms that they understand. To help you with this, we've made some slides to help you tell the story. It's broken up into four parts. One helps you articulate how Fin is performing and what that actually means for the business. Two helps you show the customer side of the story. Three shows what Fin is giving back to your team. And four helps you frame where you are now, where you're going next, and what you need to get there. Now these slides are here to inspire you, so use them as they are or for inspiration or just make your own. The key thing to remember is the idea of translating or framing things for your audience. For instance, you don't want to say our automation rate is thirty two percent. You need to be more explicit. Instead, thirty two percent of all our support volume is now handled by AI. It's just clearer. Similarly, for resolution rate, don't just say our resolution rate is forty eight percent. Instead, say Fin handles forty eight percent of everything it touches from start to finish. Now these slight changes in framing make these metrics much easier to understand. Your stakeholders are never going to be in the weeds as much as you are. So make your life and theirs easier by making sure each metric has enough context. Okay. We're ready to dive into the deck. So the first slide is all about what Fin is handling. It starts with the most important numbers, the total number of conversations last month, how many of those Fin resolved, and what percentage of our total volume is AI now handling. Below this, then we have a breakdown that goes deeper. It shows how many conversations Fin is involved in versus how many it's not. And of the ones it's involved in, how many did it resolve, how many required a human in the loop, how many did it hand off to your team by design, And how many could it not answer and had to escalate? Now this breakdown helps you tell the full story of how Fin is performing and what's actually happening inside every conversation Fin touches. Next, we're gonna frame this in term of the economics. Here's what it would have cost if our team had handled those conversations. And here's what it actually cost when we used Fin. And at the bottom, you can see the net total savings for this month. That's seventy eight percent less than what it usually would have cost us. This makes it easy for stakeholders to understand the impact that Fin is having. And we're going to go even further here with the what this means section. It's divided up into what this means for the company, what this means for the function, and what this means for the team. So for the company, support no longer limits how fast we scale. A third of our volume went through Fin this month and cost us twenty two k less than the same work used to. For the support function, we got through a busy month with our SLAs intact and no overtime because Fin resolved a third of our conversations before they ever reached our team. And for the team, that's six thousand four hundred repetitive FAQs that they didn't have to get involved in, freeing them up for complex queries that need a human touch. Now, this section is arguably the most important section on each slide. It's where we translate the metrics into a story that our execs can easily understand. Okay, we're going to move on and do a brief overview of the rest of the deck, but we won't be going into the same amount of depth as this first slide. So slide two tells the customer side of the story. We start with real customer quotes from CSAT surveys and Trustpilot at the top. These show what the actual experience feels like for the people on the other end of it. Now, below that, we have customer experience. The overall CSAT score split into Fin and human, then the CX score and first response time. And once again, we're going to use the what this means section to translate everything on this slide. This makes it easy for our execs to see the impact of Fin at these various different levels. It's gonna tell a more cohesive story than just the high level metrics. Okay. On to slide three. This is all about what Fin is giving back. How many hours has it saved our team, and how many people will we have had to hire to do the same? Below that is what the team is doing now, focusing on complex work and the metrics that relate to it. And underneath is where we're investing next before, again, finishing off with the what this means section. So those first three slides were all about explaining Fin's impact. This next slide is more of a roadmap. It's about framing where we are now, where we're going to go next, and what we actually need in order to get there. The progress bar at the top sets the context where we are right now at thirty two percent. And then the next milestone, which is fifty two percent. And further down that, we have our long term goal or our ceiling. Below that, we're listing the four initiatives that are going to get us to our next milestone and a breakdown of how much automation each one is worth. And the final part of the slide are the asks. These are specific concrete things that we need tied directly to the initiatives above, as well as the cost of standing still if we don't go after these things. So the conversation isn't about just what you need. It's about what's at stake if we don't get it. And that's the deck. But to be honest, the deck itself isn't really the point. This whole exercise is about taking what's happening in support and connecting it to the things that leadership care about. So ask yourself, what do my stakeholders care about most? What's going on in the company right now? What are our goals? And then try to explain Fin's performance in terms of these things. Because when you actually make that connection between, like, what Fin is doing and what the business is trying to achieve, it becomes really easy for your stakeholders to see the value that you're delivering and understand why they should invest in it more.

 

Frame your metrics for the room

Your stakeholders are never going to be as deep in the numbers as you are. Small shifts in how you frame a metric make it far easier to grasp, so give each one enough context to stand on its own.

Instead of saying Frame it as
“Our automation rate is 32%.” “32% of all our support volume is now handled by AI.”
“Our resolution rate is 48%.” “Fin handles 48% of everything it touches, from start to finish.”

What the deck covers

The example deck is built in four parts, moving from what Fin is doing to where you’re taking it next.

Section What it does
Fin’s performance The headline numbers, a full breakdown of what happens inside every conversation Fin touches, the economics (what it would have cost your team versus what Fin actually cost), and what that means for the business.
The customer story Real customer quotes from CSAT surveys and Trustpilot, CSAT split by Fin and human, CX score, and first response time.
What Fin gives back Hours saved, the headcount you would have needed to hire, what the team focuses on now, and where you’re investing next.
Where you’re going next A roadmap: where you are now, your next milestone, the initiatives that will get you there, and the specific asks, plus the cost of standing still.

Every slide ends with a “what this means” section that translates the metrics into what they mean for the company, the function, and the team. This is arguably the most important part of each slide. It’s where numbers become something an exec can act on.

How to use this deck

Any time you’re presenting Fin’s performance to leadership, make the example deck your starting point. Use it as-is, swap in your own numbers, or let it inspire your own version.

Either way, remember: execs don’t fund support metrics, they fund outcomes. The more clearly you connect what Fin is doing to what the business is trying to achieve, the more productive these conversations get.

 

What’s next?

You now know how to turn Fin’s performance into a story your leadership team will act on. So what now?

The example deck from the video is available to download inside the Optimize Fin course, along with everything else you need to scale an existing deployment: prioritizing your roadmap, expanding to new channels and audiences, monitoring quality, and sustaining performance over time.
👉 Take the Optimize Fin course