Why rethink client training?
Before the redesign, teams often discovered modules during installation, inside restaurants that were already opening and full of operational demands. Back Office training then happened remotely, without a truly standardized path across brands.
An internal audit showed the consequences: 24% of 2024 support tickets concerned questions already covered during training, two brands were dissatisfied with the lack of consistency between franchisees, and Bill did not have a strong enough framework to prove users had been trained.
Designing a complete path
With Chanaiz, I contributed to the audit and gathered existing documentation. We structured a first version of the process in Miro, then chose HubSpot to connect commercial and operational information, automate some actions and keep a full trace of the path.
The path assigns a training owner from onboarding onward. It connects installation, contact steps, planning, confirmation emails, conversational guides, Back Office training, the signed certificate via GetAccept, then the Bill Academy diploma and knowledge base.
The HubSpot pipeline makes four situations visible: clients still to contact, scheduled trainings, certificates waiting for signature and completed paths. Email templates and automated actions reduce omissions while making the process easier to manage.
From design to training
The first session was a real test. We prepared one screen for the conversational guide, one screen for discussion and one shared screen to navigate the Back Office together. After an introduction clarifying everyone’s role and the role of Bill support, I took over the demonstration.
I then trained, independently over one month, two brands representing seven points of sale. Out of twelve scheduled sessions, eight people were trained and four did not attend. To reduce no-shows, I set up an autonomous booking link, a confirmation email, a call the day before and a reminder one hour before the session.
Average satisfaction after the trainings reached 92%. The main feedback concerned the need for a deeper knowledge base and the possibility to practice directly in a dedicated Back Office.
Improving the first version
This process remains a first version. Suggested improvements include creating a training environment with personalized access, adding practical exercises, grouping first contact and training within the same week and systematically collecting feedback after each session.
This mission taught me how to combine organization, pedagogy and adaptation. Successful onboarding is not only about presenting a tool: it must help users understand their role, practice and know where to find help afterwards.