• Dashboards


  • Integrations

    Zendesk, Twitter, Facebook

  • Objective

    Monitoring and improving help desk metrics

Gold Star, founded in 2000 by Daniel Milstein, is one of the premiere mortgage companies in the US. AJ Franchi, Chief Information Officer at Gold Star, told us how a need for an effective monitoring tool and performance tracking lead them to Geckoboard.


We had started talking about customer service being our new mantra for 2014. We wanted to improve the support service for the sales staff and be able to support our branch network and their respective branch managers. We wanted to support our loan officers and really get a good level of service out of our operations department. We wanted to start that with effective monitoring. That’s where Geckoboard came in.

We were already using Zendesk, but there was really no good way to get a very simple summary dashboard out of Zendesk itself. I started looking for something I could put up in an office that people could look at and immediately see what’s going on with their help desk. Simply put, we needed a realtime dashboard. And that’s how we found Geckoboard.


We have three major things that we track. The first one is the number of open tickets being worked on. It was important that I could see how many tickets we could handle before we kind of capped out. It helped us with staffing to make sure that our staffing was correct on the support desk, and that they were able to provide the support that was needed.

The second thing is the average response time which is a strict performance metric. We have six different support desks, so it’s very easy to compare one to the other in terms of, ‘Hey, this support desk is running two hours, why is this support desk running five hours?’ They’re different topics so we don’t hold that against people. But it brings out that competitive nature in people because everybody wants to be the best, right?

The third thing is number of open tickets. We didn’t want customers to have to call and follow up, and the less time a ticket was open, the less likely it was that they would have to do that. To sum it up, the three service metrics we wanted to measure were speed, time and staffing. In total, we actually monitor five, but I only really look at those three. The other two are kind of summary reports.

We also use Geckoboard to monitor our social media metrics and performance of events. We’re using the Facebook and Twitter integrations to gauge how many followers we have, what their engagement looks like, how posts are performing and so on.

My big thing is that if I’m going to tell my team what they’re going to be judged on, I want them to be able to monitor it. I don’t want them to have to guess about how they are performing. It’s kind of like having a constant performance review. If I didn’t have something like this, I wouldn’t know that my turn times were getting bad – probably for weeks - because my average ticket time would start to creep up. Geckoboard allows you to be more proactive with issues and it keeps me from back peddling trying to fix problems that could have been resolved much easier sooner in the process.


As soon as we installed Geckoboard in our offices, we saw our customer service levels improve fourfold. We started setting goals on our tickets in terms of what we wanted our average ticket time to be and the ticket time cut in half.

The national average for an IT support desk is 24 hours, our desks are running about two hours

Response time to tickets, amount of open tickets not being looked at, and the performance of the desks all started to perform better when we visualised the data and made it accessible for everyone to see.

We gave the team goals in terms of how fast we wanted a ticket to be solved, how fast we wanted tickets looked at, response times and solution times. We saw our service times cut like three quarters from that. The national average for an IT support desk is 24 hours, our desks are running about two hours. By focusing on the metrics that matter to our support team, we radically raised the standard of our operations.

A lot of this improvement is a result of showing people their progress. Like, ‘Hey, here’s what you guys are doing and how well you’re doing.’