Impact
What I'm known for
Most of the organizations I've joined had the same core tension: they knew CX was broken but couldn't agree on where to start fixing it. Below is a summary of how I've approached that problem across different contexts.
Outcomes
Problems I solve. Results I drive.
Intake Chaos
Approach: Designed intake taxonomy and L1 ownership model with documented routing logic.
Reduced misrouted cases, cut cycle time, and gave leaders clear queue-level visibility.
Silent Customer Feedback
Approach: Built unified VOC system linking survey, ticket, and qualitative feedback to action cadence.
Established bi-weekly leadership review + cross-functional closed-loop protocol.
Fragmented Platform Ecosystem
Approach: Led SAP CX ecosystem rationalization and standardization across multiple teams.
Improved adoption rates, reduced reporting inconsistency, and lowered onboarding friction.
Stalled Change Adoption
Approach: Designed change champion network + role-based training tracks for platform rollouts.
Moved adoption from plateau to sustained behavioral change across teams.
Backlog Accumulation
Approach: Introduced prioritization framework and team-routing model to clear chronic backlog.
Sustained backlog reduction and improved SLA adherence across CX queues.
CX–Product Disconnect
Approach: Created structured VOC reporting channel from CX into Product roadmap planning.
Customer-sourced insights began appearing as tagged items in Product sprint planning.
Operating model
How I run the work
Consistent operating rhythms are what separate initiatives from programs. Here's how I operate.
Structured intake: every significant request enters through a defined channel with a logged owner. Nothing falls through because of process ambiguity.
Weekly operating cadence: standups, 1:1s, and cross-functional syncs — documented outcomes, not just agendas.
Success metrics defined before the work starts, not after. If we can't agree on what good looks like, we're not ready to begin.
Clear escalation criteria: what rises to leadership versus what gets resolved at the team level — written down, not assumed.
Every initiative closes with a retrospective. I treat this as a standing requirement, not a nice-to-have.
Proof of work
See the case studies
Detailed walkthroughs of three programs — the problem, the approach, the results.