The Customer's Path to Success

In care, success is never one-size-fits-all. It is defined through continuous dialogue and a shared commitment to improving outcomes for both residents and staff. Teton's Customer Success team does this by closely collaborating with all partners from the pre-contract phase onward.

The first step in the implementation process here at Teton is ensuring that all stakeholders, staff, and relatives are on board and actively engaged in the project. This means visiting each facility to clearly explain the purpose of the system, what it does, and how it supports residents and staff.

We believe great implementation is achieved when all parties are fully informed and given the opportunity to share their questions or concerns about the project. If such concerns are not addressed early, they may develop into barriers that hinder successful adoption in everyday practice.

We have often encountered concerns from both groups, primarily stemming from uncertainty about what the system can and cannot do, as well as the purpose behind its implementation. However, these concerns rarely persist after the meetings for three main reasons:

Digital implementation is increasingly becoming the rule rather than the exception. Online video calls can be an effective tool when implementation has to take place remotely, but they should never replace human connection. In much the same way, Teton's system does not replace the human relationship shared between care staff and resident or patient.

At Teton, staff training takes place directly on the floor, either one-to-one or in small groups, and across all shift layers. This includes training for teams during night and day shifts to ensure we're accommodating all schedules.

Important details can easily be missed when all training is conducted remotely. When I sit with staff one-on-one, within their daily practice, and introduce the system, a meaningful dialogue starts about the value of the system. Through these conversations, we gain insight into the residents or patients they care for. Staff share their routines, the challenging aspects of care, and, often between the lines, it becomes clear what outcomes they hope the system will provide. In other words, what a successful system truly means to them.

What stays with me after an onboarding are the possibilities that staff begin to see in the system. The moment when they realize how it might support their work and improve care is often the most meaningful part of the process.

For example, a nurse at a care home said to me after an onboarding session: “It's simply brilliant. I can already see a hundred possibilities for how we can use it.”

Success is defined with each community, but it is always measured against something real.

Before staff begin using Teton, we establish a clear baseline by monitoring operations for four weeks with the system running passively. This creates a transparent point of comparison that makes it easy for all stakeholders to understand the impact within the first 30 days of active use.

The baseline serves as a simple reference point for operations before and after Teton. By measuring again after 30 days and continuously thereafter, stakeholders get a clear and comparable view of the system's impact, with average results showing 50%+ reduction in fall rates and 90%+ reduction in reaction time to falls.

When we subsequently evaluate the project's success together with the customer and review operational data from the system, we can objectively compare outcomes against the baseline data and assess whether the desired effects have been achieved.

There is no universal or definitive answer to what constitutes a successful outcome. Success must be evaluated in relation to the customer's specific needs and whether the solution effectively addresses those needs. Moreover, success cannot be measured by data alone. It must also be reflected in staff engagement, relatives' sense of reassurance, and residents' improved wellbeing.

Implementation is never static, and neither is success. That's why a large part of the CS role is to continuously follow up with our customers. This includes frequent check-ins, refresher onboardings, and direct support if challenges arise. With the ongoing support, we're always able to make sure teams are continuing to experience success with the product, also when their workflow, resident- or staff group are changing.

By combining clear communication, hands-on onboarding cross shifts, and measurable outcomes, we create a foundation where technology is implemented and adopted. This is what allows Teton to move beyond being a tool and become a meaningful partner in everyday care.

Ultimately, success is not defined by the system itself, but by the difference it makes for operations, staff, residents, and their relatives.