Services

Where customer work usually breaks.

The labels change by company. The failure is familiar: the customer can feel it, and the operation cannot see it clearly enough to fix it.

Voice of customer, made runnable

The problem: The survey comes back, the detractors are real, and nothing in the operation is required to move.
What I do: Design the listening system — relationship NPS, transactional CSAT and CES, field service and chat — and the closed loop under it: owners, clocks, a dashboard, and a review leadership will not skip.
What you leave with: A program someone can run on a Tuesday. Feedback has an owner. Unhappy customers get a follow-up. The score is no longer the end of the story.

Customer operations and responsiveness

The problem: Quotes, email, and order confirmations sit because nobody can see the queue, or everyone assumes someone else has it.
What I do: Give the work a front door, a route, and a reply target the team can manage. A 24-hour first reply is the kind of goal this work uses — a target, not a trophy.
What you leave with: Cleaner handoffs, a visible backlog, and a front line that can tell what they own.

The system after go-live

The problem: The platform went live. The workarounds came with it. Reporting still depends on whoever exports the spreadsheet.
What I do: Design the workflow the system should support, then build the small joints around it: a CX dashboard, a service or procurement path, the integration that lands a survey where follow-up happens.
What you leave with: A system people use because it matches the job, and a report that does not require a hero to assemble.

Customer portals and digital intake

The problem: Every large account brought its own portal, punchout, or inbox, and the team is babysitting them by hand.
What I do: Define the first-door path, pick a pilot that can actually finish, and stay until the exception process is visible.
What you leave with: One way in, a short list of live connections, and a written definition of done before anyone talks about scale.

How an engagement runs

Close to the work, not above it.

Strategy that nobody can operate is a slide. I stay near intake, follow-up, and the report long enough to know whether the change is holding.

Diagnostic — two to four weeks

I look at your queue, your survey, and the week your team actually runs. You get a written picture of the situation and the smallest changes worth making first. If I am the wrong person, I will say so here.

Build — roughly ninety days

We put the first loop in place: the route, the follow-up, the target, the review, and any small tool the rhythm requires. The aim is an operating habit, not a deck. Scope is written down before we start. Your team keeps ownership. I do not become a hidden layer in the queue.

Operating partner — month to month, after the build

A lighter cadence: the review, exception triage, and honest reporting as the numbers move. Useful when the system works but will drift without a regular look. Cancel when the team no longer needs the extra set of eyes.

How we start

A short note is enough: what is breaking, what you have tried, and what winning would look like. I work with a small number of companies at a time, usually industrial and B2B operations where the customer relationship is long and the process is easy to lose inside the system.

What I do not do

I will not invent a score, staff a call center, or sell a platform I am not prepared to operate beside you.

Bring a problem

Tell me where customers are waiting.

A short note is enough: what is breaking, what you have already tried, and what a good month would look like. If I am the wrong person, I will say so.

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