Increased Employee Productivity

Evidence and data. The interviewee reported that, before Loom, employees at their organization spent a substantial amount of time in internal, nonbillable meetings for routine status updates, project coordination, and feedback cycles that did not require real‑time interaction. These meetings were often inefficient and diverted employee time away from higher‑value work. With Loom, the interviewee’s company was able to:

• Replace live meetings with video communication. Following deployment, the interviewee’s organization used video communication to replace a portion of its synchronous meetings. The interviewee indicated that shifting routine updates and feedback to recorded video reduced the volume of live meetings and reclaimed employee labor hours that had previously been lost to meeting inefficiencies.

• Reduce repeat interactions with reusable content. The interviewee also noted that Loom enabled the creation of durable, reusable knowledge assets that employees could access on demand. Recorded content reduced the need for repeat meetings and follow-up discussions, improving meeting efficiency and overall productivity.

• Establish asynchronous collaboration across teams and time zones. In addition, the interviewee observed that Loom improved the effectiveness of their organization’s communication model by supporting asynchronous collaboration across schedules and time zones. Because content could be consumed at any time, employees were less constrained by availability, further reducing reliance on scheduled meetings.

• Create flexibility for mobile and remote employees. Finally, the interviewee stated that Loom supported productivity by enabling employees to share updates and feedback from any device and location. This flexibility reduced email volume and minimized dependence on formal, live meetings, particularly for remote and traveling employees.

Modeling and assumptions. Based on the interviews, Forrester makes the following assumptions about the organization:

• Twenty‑five percent of the consulting and professional services division’s 4,000 employees are licensed users in Year 1, increasing to 100% by Year 3.

• Fifty‑five percent of licensed users consume Loom content in Year 1, growing to 65% in Year 2 and 75% in Year 3.

• Employees who consume Loom content spend an average of 3 hours per week in meetings.

• Loom enables a 15% reduction in meeting time on average for employees who consume content.

• The fully burdened hourly rate for these employees is $70.

• Forrester applies a 50% recapture rate, reflecting that not all time savings are redeployed to value‑added work.

Risks. Forrester recognizes that these results may not be representative of all experiences. The following factors could affect the level of benefit realized:

• Adoption may vary across teams and roles, limiting the extent to which organizations can replace meetings.

• Employees and teams may adopt asynchronous communication practices at different rates.

• Cultural preferences for in‑person discussion may slow the transition to async‑first workflows.

• Managers may increase the use of synchronous meetings during critical periods (e.g., product launches), reducing time savings.

Results. To account for these risks, Forrester adjusted the benefit downward by 10%, resulting in a three‑year, risk‑adjusted total present value (discounted at 10%) of $2.8 million.

Incremental Profit Growth From Faster New Hire Onboarding

Evidence and data. The interviewee reported that their organization used alternative video tools with limited functionality before Loom, which increased administrative effort for trainers and constrained global scale. Live, instructor-led training was costly and difficult to standardize, requiring senior managers to divert time from revenue-generating activities. In addition, they cited a shadowing bottleneck in onboarding before Loom; new hires waited for senior staff to demonstrate processes, which extended ramp time, while experienced employees were pulled from core work to train peers. This dynamic increased onboarding costs and delayed productivity realization. Loom enabled the interviewee’s organization to:

• Reduce live trainings. The business agility manager at the consulting company said: “It takes seconds to turn a recorded walkthrough into a document or a work item. That speed wasn’t possible when everything depended on live sessions.”

• Accelerate time to productivity with asynchronous training. Postimplementation, their organization used video communication to support onboarding and training. Loom enabled on-demand modules and “evergreen” libraries covering methodologies, software tools, policies, and role-specific processes. The organization reduced repeated live sessions, shortened time to productivity for new hires, and decreased time spent by senior employees on redundant training. The business agility manager indicated that earlier productivity realization was the primary driver of economic value, stating: “The time we save on enablement goes straight back into client priorities. People get back to higher‑value work instead of sitting through repeat explanations.”

Modeling and assumptions. This benefit reflects accelerated time to productivity for new hires and time savings for senior employees involved in onboarding and training activities. Forrester makes the following assumptions:

• The organization experiences an average annual employee turnover rate of 12%. Based on this rate, it makes 120 new hires in Year 1, 240 in Year 2, and 480 in Year 3.

• Senior employees delivering onboarding training represent one-third of new hires, equivalent to 40 trainers in Year 1, increasing to 80 by Year 3.

• Before deploying Loom, each new hire required an average of 120 hours of live, instructor‑led training.

• Following implementation, the organization reduces live training time by 30%, or 36 hours per new hire, by replacing a portion of in‑person sessions with recorded Loom modules, while trainers reclaim a comparable amount of time previously spent on repeated live enablement.

• The average hourly revenue contribution per employee is $192.

• The organization operates with an average net operating margin of 14.5%, which is applied to incremental revenue gains to determine operating profit impact.

Risks. Forrester recognizes that benefit realization may vary across organizations. The following risks could reduce the magnitude of the shortened time‑to‑productivity benefit:

• Content freshness requires periodic updates to maintain accuracy and relevance.

• Role complexity may vary by department, affecting ramp‑time reduction.

• Engagement with self‑paced asynchronous content may vary by new hire.

Results. To account for these risks, Forrester applies a risk adjustment of 15% to this benefit. After adjustment, the shortened time‑to‑productivity benefit yields a three‑year, risk‑adjusted total present value (PV), discounted at 10%, of $759,000.

Enhanced Employee Engagement

Evidence and data. The interviewee indicated that employee engagement and retention were ongoing challenges in the consulting and professional services industry, where frequent travel, sustained workloads, and high meeting volumes contributed to burnout and fatigue. They noted that excessive synchronous meetings, particularly for routine updates and coordination, increased cognitive load and could lead to disengagement over time. Loom addressed these challenges at their organization by:

• Enabling flexibility and workload control through asynchronous communication. Following implementation, the consulting and professional services organization used Loom to reduce unnecessary live meetings by shifting updates, feedback, and recognition to video communication. The interviewee reported that this flexibility reduced meeting pressure, enabled employees to better manage their schedules, and supported healthier work‑life balance. By allowing employees to consume and respond to information on their own time, Loom reduced back‑to‑back meeting strain and time zone constraints.

• Facilitating more personal and authentic internal communication. The interviewee also stated that Loom improved the quality of internal communication at their organization. Managers used recorded video to recognize employee contributions, share updates, and communicate context in a more personal manner than text‑based tools. They emphasized that video messages conveyed tone and intent more effectively than chat or email, helping maintain connection and a sense of belonging across distributed teams.

• Leveraging engagement as a contributing factor to retention. Although the interviewee did not attribute retention improvements to Loom alone, they consistently identified improved engagement, flexibility, and communication quality as contributing to employee satisfaction. They indicated that even modest reductions in voluntary attrition could generate meaningful economic impact given the high cost of employee turnover.

Modeling and assumptions. Based on the interview, Forrester assumes the following:

• The cost to replace an employee is estimated conservatively at one-third of an employee’s annual salary, comprising recruiting fees, onboarding, training, severance, and lost productivity.

• Before Loom, the organization experienced 12% annual voluntary turnover, resulting in approximately 120 departures per year.

• Forrester assumes that improvements in employee engagement and work‑life balance supported by Loom reduce the voluntary turnover rate to 11.4%.

• This reduction results in approximately six avoided resignations per year in Year 1, increasing as adoption grows in subsequent years.

• Avoided resignations multiplied by the estimated cost per departure quantify the annual savings.

Risks. Forrester recognizes that benefit realization may vary across organizations. The following risks could reduce the magnitude of the employee engagement benefit:

• Impact may vary by role, geography, and work model (e.g., field‑based versus office‑based employees).

• Broader labor‑market conditions may influence voluntary turnover independently of internal collaboration tools.

Results. To account for these risks, Forrester applies a 15% risk adjustment to this benefit. After adjustment, the enhanced employee engagement benefit yields a three‑year risk‑adjusted total present value (PV), discounted at 10%, of $1.4 million.

Improved Profit Due To Customer Engagement

Evidence and data. Before Loom, sales outreach and proposals relied primarily on text‑based communication, which the interviewee indicated was often ignored in crowded inboxes and resulted in limited ongoing engagement. By sending Loom videos, account managers could engage far more customers, improve response rates, and move sales conversations forward more swiftly. Specifically, Loom enabled:

• Personalized video that increased prospect attention and response. Following implementation, the interviewee’s company incorporated Loom videos into prospecting, follow‑ups, and proposal communications. Short, personalized video messages increased prospect attention and response rates by conveying relevance, intent, and context more clearly than text alone. Loom video thumbnails embedded in outreach emails prompted higher initial engagement, while proposal walkthroughs helped prospects better understand value propositions and next steps. The interviewee mentioned how their account managers used Loom to share information with customers instead of setting up demos. They sent 30‑second or one‑minute Loom video tailored to customers and then picked up the conversations from there.

• Sustained engagement that accelerated sales progression. The interviewee noted that Loom reduced the number of interactions required to close a sales transaction. Before Loom, account executives often needed multiple touchpoints to maintain prospect engagement and advance opportunities. With Loom, ongoing engagement improved, enabling prospects to remain active in the pipeline and progress through the sales funnel more efficiently.

• Human connection that supported pipeline momentum. The interviewee emphasized that creating a Loom video signaled effort and intention, establishing a more human connection early in the relationship. This increased reciprocity and sustained engagement throughout the evaluation process. Although the interviewee acknowledged that many factors influenced sales outcomes, they consistently attributed improved prospect or customer responsiveness and pipeline momentum in part to Loom‑enabled personalization.

Modeling and assumptions. Based on the interview, Forrester assumes the following about the organization:

• Forty account executives use Loom in Year 1. The number of account executives using Loom increases to 50 in Year 2 and 60 in Year 3.

• Before Loom, each account executive engaged an average of 28 leads per quarter.

• Twenty percent of leads remain active in the pipeline without Loom.

• Twelve percent of active leads convert to closed sales, with an average transaction value of $85,000.

• Outreach and proposals accompanied by Loom videos achieve a 28% ongoing engagement rate.

• The close rate for active leads increases to 15% following Loom adoption.

• The company’s net operating margin is 14.5%.

Risks. Forrester recognizes that these results may not be representative of all experiences. The following factors may impact this benefit:

• Sales performance is influenced by market conditions, product‑market fit, pricing, and individual seller effectiveness.

• The quality of personalization and relevance of video messaging can affect engagement and conversion results.

• The average number of interactions required to close a deal may fluctuate across customer segments and deal sizes.

Results. To account for these risks, Forrester applies a 10% risk adjustment to this benefit. After adjustment, the improved customer engagement benefit yields a three‑year, risk‑adjusted total present value (PV), discounted at 10%, of $2.7 million.

Unquantified Benefits

The business agility manager identified the following additional benefits that provided value to their company but were not quantified in the financial model:

• Recorded video created persistent, searchable knowledge across the company. The interviewee described Loom as default‑on, persistent, and queryable — with transcription, summaries, and reuse replacing reliance on individuals and one‑off meetings. Loom videos created for project updates, training, and technical demonstrations became durable, reusable assets. With automated transcription and AI‑generated summaries, this content formed a searchable knowledge repository that reduced dependency on individual experts, accelerated onboarding, and limited redundant work. The business agility manager at the consulting and professional services firm explained: “By default, Loom puts the knowledge in a trustable, secure and persistent space. … It’s capturing the knowledge by default and then we can choose what to do with it afterward, leveraging its intelligent-by‑transcription summarization and bookmarking capability.”

• Visual communication preserved context across the Atlassian platform. For complex or technical topics, the interviewee reported that text‑based communication was often insufficient. By adding visual context and vocal tone, Loom improved clarity in scenarios such as Jira bug reports, code reviews, and design feedback. This clarity reduced ambiguity, minimized rework, and shortened issue‑resolution cycles — particularly for technical teams working across time zones.

• Loom strengthened culture by making leadership communication more personal. In a globally distributed organization, video communication enabled leaders to communicate in a more personal and engaging manner across time zones. The interviewees noted that leadership messages delivered via Loom felt more authentic than mass email communications and supported a sense of connection across the workforce.

Flexibility

The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Loom and later realize additional uses and business opportunities, including:

• Expansion of AI‑enabled documentation workflows. The business agility manager at the consulting and professional services organization mentioned that as Loom’s AI capabilities mature, their teams will further leverage recorded video to generate structured documentation (e.g., operating procedures, project briefs, client‑ready status updates) through transcript‑based editing and automated summaries. This could reduce manual documentation effort and increase existing content reuse. The business agility manager said: “Rather than decomposing that training into a script and spending 2 to 4 hours writing it up, now it’s captured and shared. Even if I need to edit it, it will be less than half an hour to get a video and a few bullet points out.”

• Extension to client‑facing use cases. The interviewee intends to expand the use of Loom to support additional external use cases in sales enablement and customer success, such as solution walkthroughs embedded within proposals or customer onboarding portals. Using Loom more often in customer‑facing work could help teams engage clients better and rely less on live handoffs. The business agility manager at the consulting and professional services organization mentioned how their teams intend to enhance communication with existing customers: “We’ll provide Loom videos to clients after a call and say, ‘For those of you that want to go deeper, here are three Loom videos,’ often together with Confluence content.”

• Evolution of asynchronous workflows. Over time, the interviewee said their organization may identify additional opportunities to replace recurring synchronous interactions with video communication as teams become more comfortable with async‑first communication patterns. The business agility manager at the consulting and professional services firm said: “Instead of five town halls to tell people the same update, I expect those teams will prepare one Loom and share it async. I expect that we will also share way more piecemeal, small updates as and when they come up instead of scheduling meetings. That will be a big save.”