A recent Execs In The Know research report, CX Without Silos: Bridging Front- and Back-Office Operations to Elevate CX, developed in partnership with NiCE, exposes just how crucial these behind-the-scenes operations are to overall satisfaction, loyalty, and growth. The report’s findings reveal a disconnect that many organizations face: back-office excellence is recognized but rarely invested in.

The Disconnect Behind “Good” Performance

Despite 63% of CX leaders rating their back-office performance as good or very good, nearly half report low investment in these operations. Even more striking, only 20% believe their C-Suite fully understands the back office’s impact on CX. This lack of visibility not only limits operational efficiency but also diminishes the potential for meaningful collaboration between teams that directly influence customer experience outcomes.

Frontline agents are often held accountable for customer satisfaction scores, yet their success relies heavily on back-office performance. A delayed refund, an inaccurate invoice, or a fulfillment error — these are back-office issues that directly affect customer trust and perception. When these teams lack visibility, shared metrics, or a voice in CX strategy, the result is fragmented experiences and missed opportunities for improvement.

Turning Awareness Into Action

So, how can CX leaders bridge the gap? It starts with reframing the back office not as a cost center, but as a value driver. This means involving operational leaders early in CX initiatives, creating cross-functional governance councils, and introducing shared KPIs that connect operational health with customer outcomes, such as customer satisfaction (CSAT) and net promoter score (NPS).

Equally important is education, helping senior leaders see the correlation between operational efficiency and customer loyalty. When back-office teams understand their impact and are empowered to share insights, organizations see fewer handoff issues, faster resolutions, and greater alignment across the customer journey.

The AI Advantage

Artificial intelligence (AI) is also reshaping what’s possible. According to Gartner, by 2028, one-third of enterprise software will include agentic AI, automating up to 15% of day-to-day work decisions. For CX leaders, this represents a massive opportunity to connect departments, streamline workflows, and reduce manual effort, creating faster, more consistent customer experiences while empowering employees.

When implemented strategically, AI doesn’t replace the human element of CX; it amplifies it. It helps translate complex operational data into actionable insights that leaders can use to make better decisions, faster.

The Future of CX Collaboration

Ultimately, the path forward is about breaking silos and elevating visibility. Back-office teams are the unsung heroes of CX, and when their expertise is woven into strategy, organizations unlock new levels of innovation and customer satisfaction.

To dive deeper into these findings and explore actionable insights from CX leaders, read the full feature article in the latest issue of CX Insight magazine.

The post How Back-Office Excellence Shapes the Customer Experience appeared first on Execs In The Know.

“That perfection can be the enemy of progress. In real estate, timing is everything; waiting for the perfect process or communication can mean losing the moment that matters. Over the last year, I’ve leaned into rapid iteration: delivering quickly, listening to feedback, and refining in real-time. It’s created more agility for my team and better outcomes for our customers,” Sedlak explained.

That line is more than a mindset; it’s an operating model for modern customer experience (CX). Markets are jittery, budgets are tighter, and expectations are constantly shifting. Tracy’s team has embedded that into two pivotal interactions that define Offerpad’s end-to-end journey.

“The first live connection, whether by phone or in person, and the living room conversation where we present solutions,” she added. “We make those moments deliver by combining strong training with real empowerment. Our advisors know they can tailor the conversation to the seller’s goals rather than sticking to a rigid script, which builds trust and drives decisions.”

Real-World CX Moments That Matter

Notice what’s not here: a fixation on handling time or a script adherence score. The concept of center of gravity is adaptable. Advisors are trained to make sound judgments, then trusted to use them.

In categories such as housing, healthcare, and finance, the winning pattern is the same: identify the two or three “moments that matter,” equip people with nuance, and decouple those moments from rigid process debt. The outcome is practical: faster decisions, higher conversion, and experiences customers describe as helpful, not just efficient.

When Volume Spikes, Rethink the System

Every CX operation gets stress-tested. The question is how you respond when demand surges or a bottleneck shows up in the middle of your most valuable lane.

“We experienced a spike in high-value appointments that stretched our existing inspection process. Instead of throwing more people at it, we redesigned the workflow, using tech to automate repetitive processes and consolidating tools to reduce clicks. We maintained the personal connection while improving speed-to-offer,” said Sedlak.

This is the quiet discipline of scalable CX: redesign before you re-resource. Consolidate tools, eliminate click tax, and reserve your humans for interpretation and reassurance. It’s not anti-headcount; it’s pro-capability.

Tech Should Remove Friction, Not Feeling

There’s a trap in CX transformation: confusing automation with experience. Sedlak insists on a division of labor that keeps the why and how squarely with people.

“Our technology is built to eliminate friction, not feeling,” Sedlak shared. “Automated status updates, integrated scheduling, and centralized data give our advisors more time for human-to-human conversations. The goal is to have the tech handle what and when, our people deliver the why and how.”

That line is a litmus test leaders can apply to any roadmap item: Are we buying ourselves more, and better, human time with customers? If the answer is no, you’re upgrading tools, not the experience.

Make the Customer Everyone’s Job (On Purpose)

Most companies claim that CX is shared, but fewer operationalize it. Sedlak’s version is straightforward: align outcomes, surface the truth together, and decide together every month.

“We align on shared outcomes. Success metrics, such as CSAT, NPS, and conversion rates, are visible and celebrated, or course-corrected company-wide. We hold monthly cross-functional voice of the customer reviews, bringing leaders from every department to the table to celebrate wins, dissect challenges, and drive to solutions which will impact the customer, creating a better experience,” she pointed out.

Cross-functional VOC isn’t a meeting; it’s a mechanism. It converts anecdotes into accountabilities and keeps product, operations, marketing, and sales pointed at the same scoreboard.

Design for Choice and Guidance

Housing is an emotional decision dressed up as a financial one. Sellers don’t want everything automated; they want clarity, options, and a capable guide.

“Sellers want more transparency and choice, but they also want someone to help them navigate those choices,” Sedlak noted. “That’s influencing our push to expand solutions, while doubling down on how we present them in clear, relatable terms.”

AI’s Promise

The drumbeat across industries is the same: AI will personalize at scale. The risk is that scale erases the very signals that make personalization work, including voice, intent, and context.

“AI-driven personalization. AI has enormous potential to tailor communication and recommendations at scale, but the real differentiator will be the brands that integrate it without losing authenticity or empathy,” Sedlak stated.

The winning pattern: use AI to predict the what and when, and give humans the tools and time to deliver the why and how with integrity. Measurement then has to cover both efficiency and dignity.

Keep People Grounded in Real Life

A home sale isn’t a daily habit; it’s a life event. That perspective shapes how teams listen, measure, and coach.

“We remind them that for most people, selling a home is a once-in-eight-to-13-year event, and it is often tied to major life changes. We measure satisfaction alongside performance, share customer stories regularly, and make listening before advising a non-negotiable part of our process,” she added.

It’s a useful corrective for any category with long cycles or high stakes. Train for context, score for dignity, and coach for the decision behind the decision.

Hire for Mindsets, Teach the Rest

Tool stacks change and markets shift. The constant is the person in the conversation, and Sedlak hires accordingly.

When asked what qualities she looks for when hiring customer-obsessed talent, she said, “Curiosity, adaptability, and genuine empathy. Skills can be trained, but a mindset that seeks to understand, adjust, and connect with the customer is what turns a good hire into a great one.”

These aren’t soft skills, they’re performance multipliers. Curious people find the friction, adaptable people fix it, and empathetic people turn fixes into trust.

Scale Without Sameness

Playbooks are necessary, but copy-and-paste experiences are not.

“That scale doesn’t have to mean sameness. The best programs maintain flexibility, letting teams tailor outreach, surprise customers with personal touches, and solve problems without always checking for a policy,” explained Sedlak.

Leaders can codify this by giving teams a permission slip, clear decision rights for exceptions, a small budget for moments of care, and QA rubrics that score for judgment, not just compliance.

The Small Thing That Signals Everything

Delight is a loaded word in CX. Too often, it gets equated with swag or theatrics. Sedlak’s recent experience is a reminder: real delight gives customers back something they value.

“I was at my car dealership for routine maintenance, speaking with my service advisor about something as innocuous as a little rattle in my door panel. Instantly, he said, “Let me write it up and get you a loaner car so you don’t have to wait for us to do the routine maintenance or check the door.” He gifted me with time by providing me a loaner vehicle, so I could get back to my day while they took care of things. With a busy life, that small gesture allowed me to not sit in their very well-appointed waiting room, but carry on with my day uninterrupted. It was an unexpected moment, it cost them no hard dollars, and it gave me something back that I had already decided I’d lose that day–time!” she recalled.

The takeaway for CX leaders: Build systems that move at the speed of the customer, reserve your humans for meaning, and measure the experience in terms your customer would actually celebrate. The rest (conversion, retention, advocacy) follows.

A big thank you to Tracy Sedlak for sharing your time, insight, and thought leadership with the CX community.

Tracy Sedlak
Senior Vice President, Operations
Offerpad

Tracy has served as Offerpad’s Sr. Vice President of Operations since April 2025, she is responsible for customer experience, conversion, revenue growth and operational efficiency. She previously served as Sr. Vice President of Customer Success, where she was responsible for leading omni-channel solutions advisor teams, delivering an exceptional customer experience, and guiding our clients through the home-selling process with expertise and empathy. Tracy oversees strategic initiatives, fostering a culture of excellence, and driving innovation to enhance the overall customer journey. She joined Offerpad in July 2021.

Previously, Tracy served as Vice President of CX Projects at Success Sciences, consulting with large, high-profile clients from 2020 to 2021. Prior to this, she served as Vice President of Sales Operations for North America at Club Med, a global leader in all-inclusive family vacations. Tracy holds active real estate licenses in Arizona and Georgia, serves on the advisory board of Execs in the Know, a global community of CX leaders.

About Offerpad

Offerpad, unlike its real estate tech counterparts, was founded in 2015 by a team of seasoned real estate experts who collectively possessed vast experience in buying, selling, renting, and renovating nearly 100,000 homes before the company’s inception. Recognizing the stress and complexity inherent in the traditional real estate process, they embarked on a mission to revolutionize it, with the customer at the forefront. Leveraging their extensive industry knowledge and innovative technology, they introduced a pioneering online real estate platform.

This platform enables sellers to request and receive compelling cash offers for their homes within 24 hours, facilitating swift contracts and closures that circumvent the typical hassles and headaches associated with conventional home sales. Offerpad’s journey has since helped countless individuals nationwide discover a superior approach to real estate, and their story is far from over; they continue to evolve as a comprehensive solution for selling, buying, and financing homes.

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In this CX Insight magazine KIA Spotlight, we sat down with Thomas Harden, Head of Operations for Customer Care at The Black Tux, to learn how he’s leading the charge to combine technology, human-centered design, and operational excellence into one seamless customer journey.

Since joining The Black Tux in 2022, Thomas has not only led his teams to exceed every key performance metric but has also focused on transforming the way success is defined. For him, the future of customer care isn’t just about scores like CSAT and NPS, it’s about understanding the story behind the score. By fostering a culture of curiosity, empowerment, and continuous improvement, Thomas is ensuring that every interaction leaves a lasting, positive impression.

Here’s a glimpse of what you’ll learn about The Black Tux customer experience:

• How The Black Tux is using an integrated tech stack, featuring Gladly, Maestro, and Simplesat, to deliver personalized service across every channel.
• Why eliminating customer friction is a top priority, and how Thomas’s leadership philosophy centers around solving problems before they impact the customer.
• Strategies for scaling global customer care operations without losing the brand’s culture or customer-first values.
• The critical role of showroom teams and how strong internal relationships create consistent, elevated service experiences for customers both online and in-person.

Thomas also shares how customer feedback directly shapes business decisions, product development, and service improvements at The Black Tux. In his view, feedback isn’t just collected, it’s lived. It’s analyzed for trends, acted upon with urgency, and seen as the heartbeat of the organization.

Looking ahead, Thomas is especially excited about:

• Deploying AI-powered support for mid-level service inquiries.
• Reducing agent friction by optimizing internal systems for greater efficiency.
• Developing future leaders within his team is a priority he views as equally important as delivering operational results.

Through a blend of precision technology, frontline empowerment, and leadership development, The Black Tux is setting a new standard for what modern customer care can and should look like.

Get the Full Story: Read Our Spotlight Interview with Thomas Harden in CX Insight Magazine →

If you’re a CX leader seeking to future-proof your customer care strategy, Thomas’s approach provides valuable insights into blending empathy and innovation for sustainable success.

The post The Black Tux is Elevating Customer Care Through Technology and Seamless Service appeared first on Execs In The Know.

Our north star was simple from the beginning: create a “seamless extension of our MK Retail store experience.” This wasn’t just a slogan – it became our guiding principle in transforming our call center approach. The first breakthrough came when we reimagined the very role of our customer service team. Instead of using generic titles like “agent” or “CSR,” we introduced the term “Style Consultant.” This subtle shift was about more than semantics – it was about giving our team a sense of prestige and importance. The new title immediately elevated the perception of the role, making it feel more aligned with our brand’s image.

We knew that creating a truly immersive experience required a holistic approach. So, we partnered directly with our retail store design team to completely reimagine the call center’s physical environment. Every detail was carefully considered, from the Benjamin Moore wall colors that perfectly matched our store aesthetic to the meticulously selected carpeting. We brought the Michael Kors retail experience to life with a product showroom showcasing the current season’s hot products, mannequins displaying our latest floor sets and collections, custom tables to display products, and thoughtfully designed chillout areas with furniture like those found in-store.

But we didn’t stop at visual design. We created a multisensory brand experience that would connect our Style Consultants entirely to the Michael Kors world. We commissioned two macassar wood display cases featuring large flat screens that continuously played our most recent runway shows. In-ceiling speakers streamed our signature store playlist, ensuring that the ambient sound matched the energy of our retail spaces.

Recognizing that true brand alignment requires deep understanding, I took a critical step by hiring a former Michael Kors store manager as our on-site Brand Ambassador. Her role was nothing short of transformative. She kept our showroom and floor displays current, conducted comprehensive brand and product training for new hires, walked the floor to ensure our Style Consultants maintained our unique brand voice, and participated in calibration calls to ensure we retained our distinctive communication style.

We also understood that connection requires tangible appreciation. Recognizing that our hourly-paid Style Consultants might not always be able to afford our products, we created meaningful ways to help them experience the Michael Kors brand. We provided them with an annual clothing allotment as a thank-you for delivering on our brand promise. We coupled this by offering MK products as monthly incentives and rewards to meet sales and service goals.

The results have been quite remarkable. Our approach has made the Michael Kors account a highly desirable assignment at our Business Process Outsourcing (BPO) partner. We’ve seen reduced attrition rates compared to other accounts and developed a team of tenured employees who truly understand and embody our brand.

Our commitment to creating an immersive, respectful, and engaging environment has not gone unnoticed. We’ve been honored with multiple customer service awards, a testament to the dedication and passion of our Style Consultants. More importantly, we’ve created a work environment where our outsourced team feels valued, connected, and proud to represent Michael Kors.

It was never my intention when I started developing this approach. Still, it certainly can be considered a blueprint for how brands can create meaningful connections with their extended teams, proving that with creativity, remaining true to your brand, and genuine investment, outsourced doesn’t have to mean disconnected.

About the Author: Ebrahim Hyder is the Vice President of Customer Service at Michael Kors, where he leads a dedicated team focused on elevating customer experience and driving operational excellence.

He is also a member of the Execs In The Know Advisory Board. 

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Legacy Systems Are Costing More Than You Think

In our featured article, Are Legacy Systems CX’s Biggest Roadblock?, we go deep into the infrastructure crisis holding CX back. It’s not just about IT backlogs. It’s about the opportunity cost of inaction. Zero percent of surveyed CX leaders report satisfaction with their tech stack. For executives navigating cross-functional transformation, this article serves as both a diagnosis and a framework: where to begin, what to prioritize, and how to build systems that actually serve the customer.

Efficiency Without Erosion: The Customer Experience Cliff

It starts with good intentions: optimize a workflow, speed up a process, cut the wait. The Customer Experience Cliff: How to Reach the Peak Without Falling Off explores what happens when that pursuit of efficiency goes unchecked. This piece challenges leaders to rethink their automation strategies. What’s the actual cost of removing friction if it removes the human connection along with it?

Walmart’s Model for Building Trust at Scale in the Gig Economy

Our Brand Spotlight featuring Rafi Barragan of Walmart shares what it takes to build trust at scale in the gig economy. From defect detection powered by machine learning (ML) agents to friction-reducing support flows, Walmart’s approach isn’t about eliminating the human. It’s about empowering it. His words are a reminder: every automated solution should still feel designed for the individual, not just the operation. This is essential reading for any corporate brand leader rethinking how scale and empathy can coexist.

Privacy as a Strategy, Not a Compliance Line Item

Today’s privacy conversation has evolved. It’s not just about risk mitigation but about competitive positioning. Privacy-First CX: Building Trust Through Design outlines a seven-step framework that repositions privacy as a design principle. The takeaway? When customers understand what data you collect, how you use it, and why it matters, they stay longer, engage deeper, and trust more. For brands navigating shifting regulations and heightened expectations, this article offers a forward-looking path rooted in responsibility and value.

KIA Spotlight: The Black Tux and the Power of Precision

What does operational elegance look like in practice? Thomas Harden at The Black Tux offers a masterclass in balancing outsourced partnerships with brand control. From KPIs to quality assurance, our KIA Spotlight shows how consistency and culture can—and must—scale together. It’s a sharp example of leadership in action.

We hope this issue challenges your assumptions, sparks new thinking, and reminds you what outstanding leadership in CX looks like.

Read and download the issue now.

Interested in contributing to a future issue of CX Insight magazine? Get in touch with our Director of Content at elysia@execsintheknow.com.

The post Now Live: The April Issue of CX Insight Magazine appeared first on Execs In The Know.

Yet, despite the critical role of agents, traditional training methods often fall short. Even in the age of self-service AI, 70% of consumers still prefer improved human agent support over more automated solutions.

The Problem: Why Traditional Training Falls Short

For decades, contact centers have relied on Learning Management Systems (LMS) for training—but the results tell a different story. Studies show that 66% of new information is forgotten within 24 hours without reinforcement. Passive LMS slides and quizzes don’t solve this; cognitive research confirms that active learning improves knowledge retention to 75%, compared to just 10% for passive methods. Effective learning requires microlearning, spaced repetition, and real-world application—elements traditional LMS platforms lack.

LMS Limitations in High-Stakes CX Environments

• One-size-fits-all approach: 61% of employees want personalized learning, but LMS modules are static and generic.
• Lack of real-world practice: LMS training is theoretical, while customer interactions are unpredictable and emotional.
• Training as an event, not a process: Without continuous reinforcement, skills decay—something LMS and even many simulation platforms fail to address.

The Future: AI-Driven Simulation and Continuous Learning

Modern contact centers are shifting to AI-powered training platforms like Reddy, replacing passive courses with active, real-world learning experiences. This approach includes:

• Real-world simulations where agents practice handling objections, de-escalating conversations, and resolving issues in a risk-free environment.
• Live assist technology that provides real-time AI coaching, delivering knowledge at the perfect moment.
• AI-driven QA that analyzes 100% of customer interactions, enabling ongoing, data-driven coaching for continuous frontline improvement.

Proven Impact: Data-Backed Results

Companies adopting AI-driven agent training with platforms like Reddy have seen:

• 100% faster ramp speed for new agents.
• 75% higher retention rates as agents gain confidence and engagement.
• 135% improvement in quality scores and a 7% reduction in AHT, leading to more efficient, effective customer interactions.

The Bottom Line: Elevating CX Training Beyond the LMS

For contact center leaders, moving from LMS-based training to AI-driven learning isn’t just an upgrade—it’s a necessity. Well-trained agents drive higher customer loyalty, lower churn, and reduced operational costs.

By integrating real-world simulations, AI-powered coaching, and continuous reinforcement, organizations can create a learning culture that drives measurable performance, retention, and CX improvements.

Are you ready to ditch the LMS? Let’s talk.

Contributed blog post written by Reddy.io.

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In our latest Brand Spotlight in January’s issue of CX Insight magazine, Ebrahim Hyder, Vice President of Customer Service at Michael Kors, shares how the brand has mastered this balance. From leveraging artificial intelligence (AI) to streamline operations to empowering frontline teams to create deeply personal interactions, Hyder reveals the strategies driving customer satisfaction, operational efficiency, and future-ready CX leadership.

A Global Lens on Customer Experience

Hyder’s journey through CX isn’t just about timelines — it’s about tectonic shifts in how brands connect with people. From pen-and-paper correspondence to today’s instant omnichannel interactions, he reflects on how these changes have influenced Michael Kors’ customer-first approach. The brand seamlessly blends digital innovation with the warmth of human connection, creating experiences that feel both cutting-edge and personal.

The Magic Behind the Metrics

Imagine slashing customer wait times from weeks to hours while boosting satisfaction by 15 percent and reducing costs by 30 percent. Sounds ambitious, right? Michael Kors made it a reality. Hyder breaks down the data-driven strategies that made this possible, from reimagining warranty processes to empowering Style Consultants with AI tools that enhance — not replace — human interactions.

AI as the Silent Partner

At Michael Kors, AI is an integral part of the CX ecosystem. Hyder shares how AI-powered agent assistants and predictive analytics don’t just streamline operations; they elevate the human experience. Think real-time coaching tools, emotion AI that adapts to customer sentiment, and intelligent case notes that allow consultants to deliver hyper-personalized service.

Leadership Lessons for the Next Generation

Beyond the tech talk, Hyder is passionate about mentoring emerging CX leaders. His advice? Stay close to the frontline. Whether it’s taking customer calls himself or implementing recognition programs that go beyond traditional metrics, Hyder believes that true leadership is rooted in empathy, empowerment, and continuous learning.

The Future of Michael Kors Customer Experience is (Augmented) Reality

What’s next for CX at Michael Kors? Hyder is excited about the potential of Augmented Reality (AR) and multimodal AI to revolutionize customer interactions. Picture virtual product demos, visual remote assistance, and predictive AI that anticipates customer needs before they’re even voiced.

Want to dive deeper into how Michael Kors balances luxury with innovation? Read the full Brand Spotlight in the latest issue of CX Insight magazine. Discover the strategies, technologies, and leadership lessons that are shaping the future of customer experience — straight from one of the industry’s brightest minds.

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