i.
A quick profile
Thirty seconds. Role, department, site. The interview adapts based on what you tell us.
Help us identify where work can be easier.
A short, private interview for Becker Pumps employees about the tools, systems, and processes that slow down your day. Your input will help shape the projects Becker moves forward with and identify practical ways technology, automation, AI, or process improvements could reduce frustration and make work more efficient.
About fifteen minutes on your phone, whenever you have a quiet stretch.
§ From the Managing Director
We are growing, and I want to make sure we are growing the right way.
That means I need to hear from you. Not the polished version of how things work, but the real one. Where does your day get harder than it needs to be? What takes forty-five minutes that should take five? What do you wish someone would just fix?
The information that you share in this survey will come to me. And we will then use this information to decide where we invest time and resources on real improvements. This is not a box checking exercise. It is one of the most direct ways you can influence what we work on next.
Fifteen minutes of honest input from you is worth more to me than a hundred meetings about it. I hope you'll take the time.
§ Plain talk
Helping Becker reduce busywork.
This is focused on understanding where employees spend time on repetitive, manual, or frustrating work that could be improved.
That may include retyping information, entering the same data in multiple places, chasing follow-ups, recreating reports, searching for information, or working around systems that do not connect well. It is to better understand where Becker can reduce unnecessary manual work, improve tools and processes, and make it easier for employees to focus on work that adds value for our customers, teams, and business.
A few things to know:
- This is not a productivity tracker.
- We are not measuring individual output, login activity, typing speed, or task completion time.
- This is not about evaluating individual performance.
- The focus is on the work itself: where processes are repetitive, unclear, disconnected, or harder than they need to be.
- This is not only about AI.
- Some improvements may involve automation or AI, while others may require better processes, clearer ownership, training, reporting, or system changes.
- This input will help guide priorities.
- Employee feedback will be reviewed to identify common themes, high-impact pain points, and practical improvement opportunities. Not every issue can be fixed immediately, but specific feedback will help leadership better understand where to focus time, resources, and future projects.
§ Adaptive
It listens. Then asks the right next thing.
No multiple choice. No survey grid. A plain-English conversation that follows your lead, digs where there's signal, and quietly captures the structure underneath.
Becker Pumps · interviewlive
Hey, thanks for hopping in. I'm here to figure out where work gets stuck for you. No right answers. Take your time. What's one thing you spent way more time on this week than it should have taken?
Re-keying an order from a customer email into Business Central. Took me almost forty minutes.
Got it. Was the order already in Salesforce, or did the customer skip the portal and just email you?
It was in Salesforce, but the line items don't carry over cleanly, so I rebuild them by hand every time.
Oh — that's interesting. Could you show me what that looks like? A quick screenshot of the order screen would help.
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salesforce-order.png· 1.2 MB
1 screenshot attached
Got it — eight line-item tabs, and it looks like the import only carries the first page through. So you're rebuilding everything past page one by hand. That's the friction.
How often per day does an order like that come through?
Four or five orders a day. Adds up.
Logged: Salesforce to Business Central line-item handoff, ~3 to 4 hrs/day, manual rebuild past first page (observed in screenshot).
Type your reply...
§ Aggregated
Many employee perspectives, one clearer view of the work.
Each interview helps Becker better understand where employees are experiencing repetitive tasks, system friction, manual workarounds, or unclear processes.
Individual input is reviewed together to identify common themes, estimate impact, and highlight opportunities for improvement. The final report helps leadership see where better use of technology, automation, AI, process changes, training, or system improvements could make work easier and more efficient.
§ Example themes that may surface
Illustrative only. Actual themes depend on what employees share.
- i.Salesforce to Business Central order handoffEstimated impact:~28 hrs/weekPotential path:system or process improvement
- ii.Recurring commission reportingEstimated impact:~12 hrs/weekPotential path:reporting automation or workflow improvement
- iii.Customer follow-up email draftsEstimated impact:~9 hrs/weekPotential path:templates, automation, or drafting support
Built from employee feedback across roles and departments. Summarized, grouped by theme, and prioritized by impact so leadership can make informed decisions about which improvement projects Becker should evaluate and move forward with.
§ What leadership actually sees
A report leadership can act on.
Employee input is summarized into a practical report that helps Becker identify common themes, recurring pain points, and high-impact improvement opportunities.
The report is designed to show where tools, automation, or AI may help reduce manual work and make day-to-day work easier. Individual responses are grouped into themes so leadership can see patterns across roles, departments, and locations.
This is an illustrative example, not a real report. The usefulness of the final report depends on how specific employees are about where work feels repetitive, unclear, disconnected, or harder than it needs to be.
§ Sample · Becker Pumps Q1 2026
IllustrativeAI Opportunity Assessment.
What the report will look like. Detail and accuracy scale with how much people share.
62
Interviews complete
Of 95 employees invited
~45
Hrs/wk recoverable
Top 10 friction points
9
Patterns surfaced
3 ranked AI-buildable
§ Top 3 things AI can move forward with
- i.Salesforce to Business Central order sync~22 hrs/wkEffort: mediumSystem orchestrationFlagged by: 5 of 6 order-entry reps, 2 of 3 sales managers
- ii.Commission report automation~9 hrs/wkEffort: smallRecurring reporting agentFlagged by: Commission analyst, 2 sales managers
- iii.Customer follow-up email drafts~7 hrs/wkEffort: smallDrafting assistantFlagged by: 4 of 6 account managers
§ Friction log · sample entries
I rebuild every Salesforce order by hand in Business Central.
Order Entry · Region 2
The commission report takes a full Friday afternoon because nothing pulls from BC cleanly.
Commission Analyst · Sales Ops
I draft the same five customer follow-up emails every Monday.
Account Manager · Midwest
§ Continues
Tribal knowledge map, vendor stack, ascent report (operator to executive), hidden stakeholders, what already works well, and per site breakdowns follow.
Each node is a person, a tool, a finding, or a site. Lines are mentions and validations. The bigger the orange diamond, the more people validated that friction independently.
§ What you'll experience
Fifteen minutes. On your phone.
ii.
A real conversation
Plain-English chat about your day, your tools, the things that slow you down. It listens and follows up like a person would.
iii.
Your input lands in the report
Aggregated with everyone else's, kept confidential. Leadership reads the report. The shortlist drives what we build next.
§ FAQ
Questions people have before they start.
Plain answers, no marketing voice. Tap any question to expand.
Who approved this initiative?
This initiative is sponsored by Becker Americas leadership as part of our effort to better understand where employees experience repetitive work, system friction, manual processes, or unclear workflows.
The goal is to use employee input to help Becker identify practical improvement opportunities across tools, systems, processes, automation, and potential AI use.
Who owns the survey and the data?
Becker owns the survey and the data collected through it. The information is being used only for internal business improvement purposes.
The survey data will be managed by the approved project team and used to identify common themes, recurring pain points, and opportunities to make work easier and more efficient.
Who can see raw responses?
Raw responses are not saved anywhere and are not visible to anyone.
As you answer, an AI processes your input on the fly to pull out themes, patterns, and structured findings. The raw conversation itself is automatically deleted within seconds of the interview ending. What remains is a structured summary of the work-related observations you shared — never the verbatim conversation.
Leadership receives summarized findings, common themes, estimated impact, and recommended improvement opportunities. Individual names will not be included in leadership-facing summaries unless a follow-up is specifically needed and appropriate.
Why are we asking for names and other information when we say everything is confidential?
We ask for information like name, role, department, location, and manager so we can understand patterns across teams, avoid duplicate responses, and make the results more useful. For example, it helps us see whether an issue is isolated to one role or shared across multiple departments or locations.
This information is not being collected to evaluate individual performance. Results will be grouped and summarized by theme before being shared more broadly.
How will results be shared back with employees?
Employees will receive a summary of what was learned, including the major themes, common friction points, and improvement areas Becker plans to evaluate further.
The summary will focus on patterns, not individuals. The intent is to close the loop so employees understand what we heard, what we are prioritizing, and what may require more review before action can be taken.
What is leadership committing to do after the assessment?
Leadership is committing to review the results, identify the highest-impact opportunities, and determine which improvements Becker should evaluate or move forward with.
Not every issue can be fixed immediately, and not every solution will involve AI. Some improvements may involve better processes, clearer ownership, system changes, automation, reporting, training, or improved use of existing tools.
The commitment is to use the feedback seriously, prioritize practical opportunities, and communicate next steps after the assessment is complete.
§ Ready when you are
Fifteen minutes that actually go somewhere.
No login. No account. Open it on your phone, answer in your own words, hit submit. We'll do the rest.
Leadership and admins: sign in here