I will partner with your organization throughout the entire engagement, providing support and guidance for a custom and impactful plan. My objectives will be defined and built around an on-going and long-term success and I will ensure you have the foundations and roadmaps to get and stay there. Striving together, my presence will not be that of a traditional consultant, but an ally, tasked with equal goals.

We customize the competencies for your business that once completed, form a unique sphere of success, tailored for your business:

Develop Service Strategy

Outcome: Determines the level of customer experience you want to deliver and aligns the team with expectations. Sets the bar.

Purpose: Prepares all stakeholders for the milestones and how to reach them. Produces a game plan, matching key players with accountabilities.

Why it is important: A customer improvement strategy should never conclude, but focus on milestones and a never-ending path to future growth. This third competency takes the abstract concepts of the first two and solidifies action items at the task level through to results. It fuses key players of all levels to commitments and applies metrics to support the plan. According to Business.com,” Companies who are “doing digital” and expect an endpoint aren’t seeing the big CX picture, and in that wider view they need to redefine CX so that it’s understood as connecting with every employee and unit in the organization.

Architect Service Organization

Outcome: We design and implement Customer Experience that will deliver on your strategy– making sure the pieces fit together in a mutually reinforcing way.

Purpose: Solidifies action items, documents metrics to success and sets the tone for ongoing and future achievements.

Why it is important: According to Forrester’s report Predictions 2017: The CX Quality Split, “Most attempts will misfire due to newbie naiveté.” Successful transformations begin with understanding origins and building on past achievements. To ensure a smooth shift from good to great means understanding where you are in the market and planning high, yet achievable goals. It serves as a standard to look back on during multi-phased improvements and sets a starting point, even if it’s in the middle of your CX department’s lifecycle.

Build Leadership Capability

Outcome: We develop your Service leaders in the context of their current situation and the evolving business challenges ahead. We customize the approach in alignment with the specific organizational capabilities and individual competencies.

Purpose: Answers the most crucial, yet challenging questions of any business. Culture leads while policies follow. Once an ideal corporate culture is present, results will outperform, employees will overachieve and clients will benefit.

Why it is important:  According to DestinationCRM, during day two of Forrester’s CX forum,” to make a lasting impression that inspires loyalty and trust, companies must focus on honing internal cultures that place their customers at the center.”

This competency is not only the final stage but the bonding agent to form a successful transformation. Culture will overpower the strictest of policies and it will cascade from the top of the ladder. My presence with your teams allows me to be fully submerged with your culture and allow it to fuel a shift towards business goals.

Instruct Growth and Learning

Outcome: Drives education and engagement not only within support organization, but across internal and external stakeholders from the start.

Purpose: Includes all levels of the organization, empowers them with accountability and business intelligence. Offers them a chance not only to work for a company but to shape it.

Why it is important: Keeping all stakeholders engaged brings obvious benefits but how strong and intensely can mean the differentiating factor among you and your competitors. Throughout all phases of your CX transformation, empowering employees, partners, customers and executives with knowledge is a key driver. The right platform can inspire the most comfortable auto-pilots to become knowledge-powered decision makers and truly shape your organization.

Establish Customer Analytics

Outcome: Infuses client feedback into the analytics of complete customer experience. Uncovers why customers stay and why they leave. Exposes opportunities for early intervention and prevention.

Purpose: Puts clients’ challenges at the forefront of all activities and eliminates departmental silos and duplicated efforts. Ensures all barriers to full service offering are removed while increasing depth into potential, uncovering all opportunities from low-hanging fruit to fully integrated partnerships.

Why it is important:  “Your most unhappy customers are your greatest source of learning” Bill Gates
The only way to address key customer issues and build upon major wins is to ensure a clear, unobstructed path to understanding is in place and an opportunity for unbiased communication means points of contact are open throughout a customer’s experience. Ultimately, your goals include increasing customer loyalty and reducing churn. With the rise of social media and web reviews putting the customer in control of your image, customer feedback is not only the main driver to success, but ignoring it will cement your demise. A well-designed listening path will build a network of bridges and eliminate silos.

Secure Capabilities

Outcome: Creates a view into your current level of expertise against the ideal benchmark, sets the priorities and identifies an action plan.

Purpose: This generates a deep-dive view into your business and its building blocks. It juxtaposes your achievements against those of your peers or competitors to expose future opportunities and learn from previous experiences.

Why it is important: Setting the bar, reaching it, and perhaps leaping over it comes with a robust and agile game plan. Like any winning team locker room during the tense moments before hitting the field, coaches and captains will always focus on game plan execution. The winning ones empower team members with accountabilities, elevating everyone – from benchwarmer to MVP – taking the game to new heights. Benchmarking capabilities means focusing on individuals and matching skills to objectives, creating a SOLID MATRIX TO SUCCESS.

After the initial assessment, the competences will be tailored to your business and the plan of action presented. All of our work together will be built on these foundation-forming competencies.


Each business is unique and we know the framework that took us many years to develop and refine will work for you. Unlike other consultants, the advantage we offer is that we have fully experienced, lived and breathed the responsibility of running Service Organizations from the inside, transforming many teams through organic growth or acquisitions, and positively impacting customers’ lives.

Further to the competency framework, our time together will reflect these business philosophies:

Who? – Not what! Establish and coach the Service & Support Leadership staff

I always believed that the most important question any organization needs to answer is “Who? Not What”. What refers to the products and services, and the processes you apply. Who refers to people you put in place to make decisions. Who is running your Service Organization? Who is on-boarding the clients? Who is taking care of support calls? Who is where the magic begins, or where the problems originate.

I can establish the hiring and on-boarding processes for the leaders of your service organization. I have a long track record of grooming new leaders from within existing teams, and that’s truly the most rewarding part of my job. I love seeing people grow and achieve success within the organizations they have dedicated many years of their careers to.

Service Team Engagement and Development

Your front-line team is not just the face of the organization, it is the immune system of the company. The entire team needs to be self-sufficient, adaptable and able to learn on the fly. It needs to be able to protect the company and the clients all at the same time. It is the most important and at times the biggest investment the company has. Take all the steps needed to set your team up for success. If the team is healthy and striving, it will come to you in great returns in customer satisfaction and growth.

In my experience the key to a successful Service Team is the acknowledgement, pride and opportunities. Acknowledge the efforts, create a culture of pride and deliver opportunities for growth.

Customer Experience

Customer Experience (CX) is a broad field and if you look at the definition of CX you will find that it covers anything and everything that has to do with the customer’s journey within your company. It is a customer’s perception of their interaction with any part of an organization. This perception affects customer behaviors and builds memories, which drive loyalty. It has the most effect on the economic value an organization generates.

My strong belief is that support at its core drives disloyalty and indifference, especially when the contact is customer-initiated (we often forget that clients do not call when everything is perfect). The fact that your team is running with a high level of reactive touch-points should be monitored closely against the life-span of each customer segment. The nirvana of a service organization is to contact the clients proactively and inform them about the issues that have been prevented and value-driven recommendations the company can make to improve customer’s business. It’s all about value. Are you adding it to you customer or are you wasting their time and money?

I will hold a magnifying glass to all the post-sale activities within your customer’s journey and identify the fast wins as well as larger programs we could put in place to achieve even greater impact.

Process Optimization

When it comes to successful execution of service strategy, it is all about consistent and systematic approach. Organizations need solid procedural foundations. We take ITIL, Lean IT, Six Sigma and Agile methodologies as an inspiration and customize the documentation to specific organizations. To truly adopt ITIL, a company ideally does need to transform its systems and tools, and not every organization can afford it. We can however, take ITIL best practices as a foundation and get your processes as aligned as possible while sustaining the existing tool-set. If down the road you will be ready for transition it will come easier, as any ITIL implementation specialist will tell you tools don’t come before the processes.

Program Introduction and Management

I’ve enjoyed great successes launching and running various formal and informal programs within Service Organizations with these specific objectives in mind, addressing at times short-term immediate needs or long-term objectives. Program examples include:  Enterprise Customer Onboarding, Technical Account Management (TAM), Voice of the Customer (VOC), Customer Loyalty, and many more.