About
Now Analytics spent twenty years running customer operations across industries: home services, telecoms, travel, dental benefits. We were good at it, and we were interchangeable. So we stopped. Today we work in two industries, and we know them the way a specialist knows them rather than the way a vendor learns them.
Because depth is defensible and breadth isn't.
A generalist contact center wins on price, until someone cheaper appears. It has to, because there's nothing else to compete on. Its agents can be trained on your business in a fortnight, which sounds like an advantage until you realize it means anyone else's can be too.
Dental Groups and Personal Injury Firms have almost nothing in common as businesses, and what they share is a shape: heavy spend to generate demand, a front office that cannot absorb it, and no way to tell which of that spend produced a booked chair or a signed case. For us the two verticals differ in only two places, the trained workforce and the data connectors, which is why we run Santiago for dental and Cali for Personal Injury, and why every connector we build into whichever system holds the patient record or the case file becomes reusable rather than one-off.
We are not the largest team you could hire. That is the point.
These are smaller programs than a Tier 1 outsourcer will chase, which is exactly why we can give them the attention they need. Ask yourself whether you would rather be one of ten clients, or a few dozen seats inside an operation with a hundred thousand agents.
Santiago and Cali. Both centers run 7am to 9pm Eastern, seven days a week, and either practice can run from either site.
Every agent goes through our Certified Intaker program before they're assigned to a client, then is upskilled on that client's systems, protocols and requirements. Hiring for a new account is not how we start an engagement.
Umesh Jain has spent twenty-eight years building and running customer experience operations, most of it for companies far larger than this one.
CEO at Now Analytics · Customer Experience & Contact Center Strategist · AI & Data-Driven Business Leader
That history is the reason Now Analytics is structured the way it is. Enough time inside large CX programs to know which parts create value and which parts create invoices. Enough time watching AI pilots to be skeptical of the ones that promise everything and measure nothing.
He writes about it publicly in a newsletter called Frankly Speaking: CX Truths, and not always in ways that help us commercially. A piece on why 95% of AI pilots fail is not a natural thing for a company selling AI Voice to publish.
Member services, provider care and insurance verification across general dentistry, orthodontics and pediatric. Our dental practice grew out of this work.
Reception and intake across phone and chat for a firm operating across multiple states, with the reporting layer tying intake activity back to signed cases and campaign spend.
Before we narrowed, we helped run customer operations for JetBlue, Aurora Health Care, Liberty Latin America, Michael Kors, DSW, Cinch Home Services and others across retail, travel, telecoms and healthcare.
That work proved we could operate at scale, and running intake for a healthcare system taught us what handling regulated patient information actually requires. It didn't make us specialists in anything. Choosing two industries did.
A vendor sends you a report. A partner tells you the thing you don't want to hear: that the problem isn't the phones, it's the schedule template, or the qualification criteria, or the third location.
A dental group asked us for Saturday staffing. Fourteen hours of coverage for fewer than twenty calls, most of them asking for directions or moving an appointment to the following week, against three thousand calls during weekday hours. We showed them the split and they dropped it. We were the ones who lost revenue on that conversation.
A firm was paying six to ten dollars a call for an overnight answering service to take a message. AI Voice with next-morning follow-up costs them one to two, and the caller gets an actual intake.
Our general approach is to show the impact and the cost. If a client still wants something after seeing both, we'll build it, provided everyone is clear about what the incremental cost buys.
A vendor is replaced when someone quotes a lower rate. A partner is embedded because a year in, they know your Tuesday morning no-show pattern in Phoenix.
Our Certified Intaker program means we hire for aptitude and certify for domain, rather than hiring people who already happen to know dentistry or personal injury law.
That's deliberate. It means a career path exists here that doesn't exist at a generalist contact center, and it means the person answering your patient's call chose this work rather than landing in it.
Twenty minutes. Bring your numbers, or use one of the calculators first and bring the output.