As the head of Customer Experience, I am responsible for shaping customer and employee experiences and empowering the workforce through tools, capabilities, and resources needed to drive simple, personalized and memorable customer experiences.- Establish an inspiring CX vision and muti-year customer improvement strategy and act as the champion for the CX strategy across the organization.- Redefine customer care in digital, phone and social media-based interactions leveraging AI/ChatGPT technologies to automate, personalize and optimize experiences. - Create a roadmap for success that identifies and optimizes servicing challenges that are foundational, create “signature experiences” to differentiate the organization in the marketplace, and re-imagine key moments-that-matter to create delighters. - Create and implement an exciting service delivery framework in partnership with the Disney Institute that enables consistent delivery of exceptional service each and every time and across a growing network.- Leveraging the Qualtrics platform, implement a suite of research that informs decision-making and compels action: competitive benchmarking, transactional, ethnography, market share, brand and focus groups.- Drive analytics from primary and secondary research programs to uncover unique, provocative insights. Partner across the organization to push the boundaries to identify insights that demand action.- Lead customer experience organizational CX governance and drive measurable results, directly and indirectly, across the organization. - Be the cultural change agent across all roles and locations to drive experience-centric thought processes into the DNA of everything the organization does.

- Establish and own the strategic direction for Verizon’s customer experience program across all customer segments and servicing channels including phone, digital and retail.- Through strong partnership with call center and retail site leadership, set and implement a “digital first” strategy to map and transition traditional processes to digital ones. - Create comparative brand research, which is a critical element of Verizon’s CEO’s scorecard. - Through ownership of the CX PMO, systemically collect information and apply analytics which lead to the application of customer experience insights for strategic advantage and growth. - Using human-centered design, create amazing experiences that customers love, bringing together both strategy and execution (e.g., Billing and Tech Support). - Establish CX-related goals, and create a roadmap of actions needed to achieve these goals. Gain senior-leadership alignment to these plans. Create compelling arguments for funding CX initiatives. - Identify the most significant customer pain points across the organization, and create corporate-wide plan to eliminate them.- Quantify the dollar value of one point of NPS for use in decision-making and prioritization. Forecast projected NPS impacts of various initiatives to prioritize. - Journeys: Anticipate evolving customer and human needs and leverage related insights to support newly architected and designed journeys that drive delight and create shareholder value. - Define key performance indicators (KPI’s) and metrics for reporting, leadership engagement and action-planning that track progress and inform future actions.

- Responsible for global Customer (CX) and User (UX) measurement systems, digital product, marketing and service optimization, and creation of self-service opportunities. Oversee vendor platforms (Medallia) and other tools to optimize analytics, drive closed-loop programs, and increase employee engagement. Build UX labs to test impacts of product/servicing changes and enhancements. - Used multiple “big data” sources of information to create and drive a deeper understanding of the Customer experience to enable growth strategies and revenue generation. Develop analytics, such as choice modeling, to identify new and leverage existing value propositions that differentiate Lenovo from the competition. - Manage a global team that uses a robust set of tools (e.g. surveys, NICE voice and text analytics, IVR interactions, social data) to improve Customer (and employee) effort, emotion and efficiency across all servicing channels and within key Customer journeys. - Inject brand persona “lively, unexpected, bold” into all aspects of servicing including channels such as the IVR, phone, and chat. - Developed detailed reporting (e.g. CX health tracking) to evaluate costs, customer benefits, and the shareholder value associated with multiple digital and call-center self-service initiatives. Time-to-decide increased 50%.- Create, socialize and garner funding for a comprehensive omni-channel servicing strategy, including increased self-service in websites, improved IVR containment, and implementation of virtual assistant capabilities.

- Responsible for the strategy and deployment of Cigna’s overall CX program, including measurement from multiple perspectives: Customers, Health Care Provider’s, Client’s, and Broker’s. These experiences were viewed through many lenses: servicing on-shore versus off, servicing via vendors, and servicing multiple servicing channels: phone, chat, virtual assistant, private messaging, email, web and apps. - Led voice and text analytics using a Verint toolset. By integrating voice (and text) analytics with other information, a comprehensive, end-to-end view of multiple customer journeys was created.- Led Cigna’s omni-channel servicing strategy & deployment by understanding at a detailed level, and holistically as part of an overall ecosystem, how servicing channels could be optimized for our Customers, Employees and our Shareholders. - Based on voice of customer analytics, my team and I partnered across the organization to create better web experiences, design applications for virtual assistant capabilities, optimize chat and IVR to ensure the Customer could use the channel of choice to have a question answered the first time. Our guiding principle, across all service delivery channels was “how can we help you?”- All of this work was done through various measurement prisms, namely, are we making the Customer experience better? Are we creating simplicity and ease of use in the midst of increasing complexity and more advanced technological capabilities? Are we enabling (and encouraging, rewarding) our Advocates to provide premium Customer Service? Are we balancing our work to ensure that investments result in the greatest Customer and Shareholder value?

- Responsible for measurement of Citi’s Customer experiences (NPS research) within North America for the Retail Bank, Cards, Mortgage, Rewards, Fraud and Collections divisions. Research focused on all service delivery channels through which Customers obtain service: phone, IVR, chat, email, retail locations, websites and various applications (Apps). NPS results improved over 80% across all channels.- To more precisely understand the voice of our Customers, I implemented voice and text analytics for over 35k Service advocates using a suite of NICE technologies. Drove 3-year savings of $26M. - Managed multiple VOC “closed-loop” processes within the Bank to proactively identify and remediate issues with customers. Information gained was used to drive broader process improvement activities. Customer escalations declined 47%.- Created a customer-centric culture within Citi by meeting monthly with key senior leaders to highlight gaps and provide recommendations eliminate pain points, enhance products, and drive exceptional servicing across the bank. - Focused service delivery on making emotional connections with Customers.

- Created/led an innovative CX arganization that designed & implemented qualitative & quantitative research initiatives involving ethnographic research, focus groups, online communities, and surveys to provide data that enabled insights and drove significant actions. - Created a customer-centric journey design for American Express’ Membership rewards program. This was one of the first, and must successful rewards programs in the world. - Led efforts to completely redesign the American Express IVR strategy, creating brand consonance and higher levels of containment and satisfaction. Drove dial transfer rates to the lowest levels ever. - Led the complete redesign of Billing journeys for American express, transforming the experience from a dissatisfier to a delighter. - Led employee research to uncover what enhances or inhibits employee’s ability to deliver premium service. Used this information to redesign procedures, policies and systems.- Spearheaded the creation of a global reengineering program, which drove over $3B from operating expenses while at the same time innovating product development and improving service delivery. - Drove efforts to achieve the highest JDPower recognition for 10 years in a row.** Awarded the highest level of employee recognition: “Chairman’s award” for Customer Experience.