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Layers, from CX strategy through design and operating model to excellence.
Consulting · Customer experience practice
Customer experience you can measure, own and keep.
Most customer-experience work fails in one of two ways: it stays tactical, fixing the pain points of the moment with no strategy to stop them recurring — or it stays strategic, a vision on a slide that never reaches the order-management queue. We do both, in sequence, with data at every step, and we leave behind a team that owns it.
Who it is for
Compete on experience, not only on price.Operators and service businesses — senior consultants embedded with your teams, working through your own people.
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Following the customer lifecycle, not the org chart.
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Quadrants — including return on experience, the one that keeps the programme funded.
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A client team that owns the method when the consultants leave.
How we think about it
From a sentiment to a business case.
Customer experience is the sum of three things: the brand experience created by positioning and communication, the product experience of value, functionality and reliability, and the service experience of how simply and consistently the company delivers through its touchpoints. Improve them and customers develop trust, then loyalty — and loyalty shows up as revenue, brand value and lower cost to serve. Employee experience runs in parallel: staff who know the products, feel valued and believe in the company deliver better service, and the correlation is strong enough that we measure both. That model draws a line from an input the company controls to an outcome the board reports.
The Omni CX framework
four layers, each with its own deliverablesCX strategy
Vision pillars aligned with company and brand strategy; CX statements that set the principles; positioning by segment; and a differentiation strategy that says what the company will be known for.
CX design
Journey maps by persona across the lifecycle; touchpoint analysis for effectiveness and consistency; UX and usability across platforms; personalisation from customer data; and omnichannel integration so the experience survives a change of channel.
CX operating model
The organisation, functions, roles and responsibilities that make CX someone's job; the processes that deliver it; the governance that gets decisions made across functions; and the technology to support it.
CX excellence
Voice-of-the-customer mechanisms; a KPI catalogue with formulas, periodicity, targets, sources, inclusions and exclusions; dashboards by audience; a root-cause methodology; and initiatives defined with impact, cost, benefit, owner, timeline and risk.
How a programme runs
Data first. Lifecycle always. Permanent at the end.
Every programme opens with discovery sessions across commercial, technology and support functions, and with the data: calls and tickets per customer, call reasons, work orders, digital drop-off, and where they cluster in the lifecycle. Pain points are selected by volume and impact, not by who complains loudest. Alongside the data we walk the journey ourselves — buying the product, reading the welcome message, trying to recharge — and record every gap.
Organised around the customer lifecycle
Workstreams follow the customer, not the org chart: service fulfilment (purchase, order, delivery, activation), service assurance (complaints, escalations, resolution, root cause) and billing, payments and collections. Each has a lead from our side and a customer-excellence advocate seconded from every function it touches, sharing ownership of the KPIs. A steering committee chaired at chief-executive level meets fortnightly.
Quick wins first, then the structure
Early fixes earn the programme its credibility while the structural work is designed — and the loop below runs continuously, so improvement is a rhythm rather than a report.
Made permanent at the end: the last phase of every engagement designs the customer-excellence function itself — mandate, organisation, job descriptions, governance, playbook and how-to guides. The consultants leave; the capability stays.
The continuous-improvement loop
01 Benchmark02 Set KPIs03 Analyse04 Define05 Prioritise06 Implement07 Measurerepeat ↺
Measured in four quadrants
How customers feel, and what to do about it.
Customer-experience metrics on their own tell the board how customers feel. We add three more quadrants so it can act on them.
| Quadrant | What it measures |
|---|---|
| Customer experience | Satisfaction, relational and transactional advocacy, customer effort, first-contact resolution, mystery-shopping index |
| Focus on experience | The operational metrics behind the pain points being fixed, tracked until the threshold is met: contact volumes, incidents, provisioning within SLA, order quality, retail wait time |
| Return on experience | Churn, tenure, lifetime value, revenue from faster activation, contact reduction, deflection to self-service, time to profitability |
| Employee experience | Employee advocacy and satisfaction, retention, engagement, customer-centricity score |
Return on experience is the quadrant that links CX to churn, market share and revenue — and it is the one that keeps the programme funded.
What it has delivered
anonymised · verifiable in conversationThe programme that moved the numbers
In one operator's first programme, 25 of 30 KPIs improved consistently within three quarters: a backlog of more than 6,000 fixed-line orders cleared, more than 95% of fixed orders completed within 24 hours, 99.9% of field visits on schedule, retail wait times halved, billing issues down 87% and executive escalations down 67%. The KPIs held for a further 18 months after handover.
The programme that became a department
In another, the programme became a permanent customer-excellence department with its own strategy, 33 KPIs across four quadrants and a three-horizon initiative portfolio approved by every function it touches. That story in full →
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Ready to compete on experience?
We run customer-excellence programmes and CX strategy for operators and service businesses in GCC — embedded with your teams, measured on your numbers.