People of WePay: Eldridge Alcudia, Customer Delight Manager

November 15, 2018 Partner Success
By Owen Linderholm, Senior Content Strategist
By Owen Linderholm, Senior Content Strategist

WePay’s Customer Delight team responds to well over 8,000 inquiries a month from partner platforms and their users. It’s high touch, and something we believe contributes to the success of those we serve. In this interview with Eldridge Alcudia, Customer Delight Manager, we take a look at how WePay approaches support.

What gets you excited to come into work every day?

I love being on the front lines with customers. It’s fulfilling to provide a high quality service when people need it. And it’s also fun to share the valuable insights and learnings with other WePay teams and functions for the sake of continuous improvement.

What metrics matter most to you around Customer Delight and why?

The two main metrics we track are tracking against our Service Level Agreement (SLA) and Agent QA scores. SLAs are measured by average first reply time and QA Scores are a percentage based on a scorecard.

These metrics help us measure how we are doing in terms of speed and quality — which are important because they are two crucial traits of a high-level support team.

You deal with WePay customers AND their customers. How do you think about this?

To me, it’s actually much simpler than it actually sounds. Our partners (aka “our customers”) ultimately want to provide the best possible service for their merchants (aka “our customers’ customers”) — which is basically what WePay wants to do as well. We are not successful, nor are our partners successful, if the merchants are not happy.

Keeping all this in mind enables us to be very strategic from a service perspective due to our commitment to customer intimacy.

What does Customer Delight mean to WePay and how do we go about making sure we deliver on the promise?

WePay Customer Delight must be a best in-class provider of frontline service to our partners and their merchants. That means going above and beyond by providing top notch human support with an empathic approach that finds solutions based around understanding and around doing more than our competitors.

What’s a great lesson you’ve learned in Customer Delight that everyone could benefit from?

In Customer Delight, I’ve really honed in on patience and empathy. And because of this, I have learned the following:

  • Make as many customers happy as possible.
  • Many things cannot be fixed immediately (or sometimes ever).
  • Always assume good intent – thanks Tina Hsiao!
  • Not every customer is going to be happy. No matter what.
  • People aren’t purposely trying to make your job harder.
  • People are going to upset you.
  • Kill them with kindness.

Turning things around – what’s one piece of advice you would give to anyone calling a customer support line?

My one piece of advice for a customer: Help the support team help you!

During support, people get upset and the company can be at fault for that at times, but it’s important to remember that as a customer, you want your issue fixed. A healthy level of venting and feedback is expected, but in order to achieve the desired result you will also need to work with the support team and help focus on the solution, because it is their job to help you.

This can be a challenge when facing a problem. A great approach to a solution is by emphasizing empathy as a way to help guide customers through difficulty in order to achieve a successful resolution. That also makes it easier for the support team to gather information more effectively and meet the customer to steer them towards a result everyone can be happy with.

Can you share a story about how someone on our team helped a customer through a challenging problem and how it highlights the importance of this role?

It was almost the end of the day when I received a chat from an irate customer who had been raising funds via a crowdfunding partner and the funds he collected for his upcoming surgery had not yet transferred to his bank account. I saw that there were a few Risk issues that affected the customer’s ability to settle his funds.

The customer needed a very critical surgery and had been working with his doctors to get treatment, since finances were an issue. I calmly explained the issue to the customer and shared that I too went through an expensive surgery and that I would do everything I could to get his funds to him, without making promises I couldn’t keep.

Our VP of Risk was the only Risk person remaining in the office. Normally this situation would be handled by Risk Analysts than the VP, but I persuaded him to resolve the issues to get the funds out immediately. In the end, our customer’s surgery was a success and he was able to finance it with no issues.

I learned a valuable lesson: To us agents, it is easy to just see support calls as a bunch of tickets – but it is important to remember that on the other end are real people with real issues that we are given the responsibility to solve.

By the way, how did you come to work in the field of support?

Years ago, a good friend founded a mobile gaming company and asked me to run support. I taught myself the basic principles of online customer support and implemented help desk software as support team of one.

Ironically, when doing our due diligence on help desk apps, we took a meeting with folks from WePay.

The gaming company didn’t make it. But the connections I made with WePay enabled me to get a foot in the door when it came time to look for another job. And I’m still here 6 years later.

About the author


Owen Linderholm, Senior Content Strategist

Owen Linderholm is Senior Content Strategist at WePay. He has previously held content and editorial roles at Yahoo, Microsoft, IDG and the BBC.

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