A keynote speaker at Customer Response Summit (CRS) in Clearwater Beach, Florida, Edmond took the stage to discuss change, not just in shifting consumer behaviors or advancing technologies, but the kind that redefines an entire industry.

A Childhood Rooted in Change

“I want to start by telling you a little bit more about myself,” she began.

Edmond’s journey in hospitality started beside her grandmother, making hotel beds. The repetition, the attention to detail, the care taken with every tucked-in corner—these weren’t just tasks; they were lessons in pride, service, and resilience.

Change wasn’t just a professional necessity for Edmond; it has always been a way of life. She’s lived in 10 different cities in 30 years, moving between Hilton and Marriott, adapting, evolving, and learning along the way. It was never just about climbing the corporate ladder; it was about deeply understanding the guest experience, leading with empathy, and building something bigger than herself.

As she stood on that stage, she didn’t just speak about transformation. She embodied it.

A Career Built on Evolving

Edmond’s career began at the Boston Quincy Marriott Hotel, where she first learned the nuances of on-property operations. From there, she rose through the ranks, taking on corporate roles that gave her a panoramic view of hospitality, from the frontlines to the executive suite.

One of her defining moments? Leading the historic merger of SPG^® and Marriott Rewards^® into Marriott Bonvoy^®, a transformation that impacted 6,900 hotels and millions of loyalty members worldwide. This wasn’t just a branding exercise. It was a massive operational and emotional shift for travelers who had built their routines, rewards, and brand trust around these programs.

The challenge was enormous, but Edmond saw it as an opportunity to reimagine what loyalty could mean. The results spoke for themselves: a 7% increase in Elite Appreciation among top-tier guests, proving that intentional change, when done right, fosters deeper guest loyalty.

Then came the introduction of a $235M Property Management System, a transformation designed to streamline operations without sacrificing personalization. Because, as she emphasized, innovation in hospitality isn’t about replacing the human touch. It’s about enhancing it.

Leading Transformation at Marriott International

Many companies wait until an economic downturn forces their hand. Marriott doesn’t believe in waiting. Under Edmond’s leadership, Marriott’s CEC has undergone a strategic realignment, ensuring the company isn’t just reacting to change but anticipating it.

Hospitality is evolving at breakneck speed. The industry is larger, more complex, and more technology-driven than ever before. But Edmond’s philosophy is clear: The best time to reimagine the future isn’t when you’re forced to; it’s when you have the strength and stability to do so on your own terms.

The Power of Human Connection

At its core, travel is deeply personal. A weary business traveler stepping off a red-eye flight, a honeymooning couple arriving at a beachside resort, a solo adventurer checking into a boutique hotel—each guest carries a story. The question is: how does your brand become a meaningful part of it?

For Edmond, the answer lies in the power of human connection, a principle woven into Marriott’s DNA. Technology is a tool, but it’s not the solution.

It’s the warmth of a front desk associate who notices a guest’s exhaustion and offers a complimentary late checkout. It’s the housekeeping team that arranges a child’s stuffed animal just so, making a hotel room feel like home. “Being human is the ultimate competitive advantage,” she said.

This resonated deeply. In an industry often focused on efficiency, cost-cutting, and automation, Edmond reminded us that true hospitality isn’t transactional; it’s emotional.

Lessons in Leadership & Change

Edmond has learned that change isn’t something to fear; it’s something to embrace. She has led through economic downturns, the rise of digital-first travelers, and an industry-wide shift toward sustainability. “Never find yourself standing still; if you stand still, you die. Keep moving,” she explained.

She also reminded attendees of something simple yet powerful: never underestimate the power of asking for help because sometimes, that one ask can change the trajectory of your career.

It’s easy to get lost in the mechanics of hospitality, like room rates, occupancy numbers, and service recovery metrics, but Edmond brought the conversation back to what truly matters: people. As leaders in the customer experience space, our challenge is clear: We must be architects of change and relentless in our pursuit of human-centered innovation.

Because in hospitality, the best experiences aren’t just designed. They’re felt. And that’s exactly what Edmond left us with: a feeling that the future of hospitality isn’t just about where guests sleep, dine, or relax. It’s about how we make them feel.

A special thank you to Frid Edmond and the entire Marriott International team for sharing their insights and leadership with us at Customer Response Summit. Your dedication to innovation, service, and human connection continues to set the standard for the hospitality and CX industry. We appreciate your time, expertise, and the inspiration you brought to the stage!

Ready to continue the conversation? Join us at the next CRS, September 30-October 2, 2026. Connect with fellow CX leaders, hear from trailblazing brands, and explore the strategies shaping the future of customer experience. Learn more and reserve your spot.

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The whole promise of this cool AI revolution/evolution spreading through our industry is quick, efficient results. So instead of focusing on how big you could go with cutting-edge tech, why don’t we talk about practical AI deployment in the contact center—and just how much can be accomplished in one week.

Yes, a week. Not a year, not a few months.

It sounds counterintuitive, doesn’t it? To think smaller with AI. But this new technology can be a bit overwhelming. Imagine what could happen if we made it a goal to get to value in the shortest time possible—and make a real, measurable impact—by taking a practical, step-by-step approach of looking for high-ROI opportunities and scaling AI use in a way that makes sense for your organization. 

While your competitors are frozen by indecision, trying to find the very best tools that won’t be outdated in six months, your contact center will be scoring small, substantial wins by using what works.

So, now that you’re ready to build a roadmap to quick value, here are our four suggestions.

1. Clearly Define Your Goals

Driving around with no destination in mind kills time and wastes gas. The same is true for AI implementation: you should know where you’re going before you plan how to get there. 

Start with clear, measurable goals in mind. For example, let’s say you notice CSAT needs a boost and determine shorter handle time and fewer interactions prior to resolution will help customer satisfaction. That gives you two metrics to actively target (AHT and FCR) and a meaningful way to measure results (CSAT).

What are some material benefits you could track and measure in a quarter? Make a list of all the places where AI could move the needle. Then red-circle the top two or three, roll out those initiatives, assess the results, and repeat the process the following quarter with two or three updated priorities.

Staying clear on your goals drives progress—and helps prove that progress is being made.

2. Start with Quick Wins

Let’s go back to that statement about showing results in one week. How is that possible? 

You start with quick wins. Beware of getting stuck in analysis paralysis or, worse, falling into the trap of expensive custom-built solutions with lengthy development periods.

You don’t need bespoke AI. You need AI that can:

• Launch fast to stay on top of rapidly evolving technology
• Deliver real-world results quickly to create momentum and build habits
• Show stakeholders real numbers instead of projections and estimates

AI technology continues to advance rapidly—often from week to week—so you just need to dive in. Instead of a never-ending plan that tries to accomplish everything in one fell swoop, develop an ongoing roadmap that starts with, well, the first step. 

For instance, a quick-to-implement use case like generative AI-enhanced case notes can make a major improvement in overall handle time and can improve the quality of customer records, which in turn improves future customer interactions.

But this approach also means letting go of all-or-nothing perfection. Expect that some initiatives won’t work out as desired. And others may surprise you, having a much bigger impact than expected. You may even uncover new uses you never could have anticipated. 

That’s all part of the iteration process, which is the smartest approach to implementing AI in the contact center right now. As long as you stay open and observant, you win.

3. Partnership Matters

A quick-to-launch, iterative roadmap approach is all fine and good, but if you don’t have a technology partner who supports it? You’ll go nowhere fast. 

When researching AI partners, pay attention to the promises. AI can do a lot, but it can’t do everything—at least, not yet. Is the vendor honest about where technology will be most helpful to you, or are they presenting it as an immediate solve-all?

Look for a partner that asks you about your organization’s goals, then helps you develop and understand the roadmap to reaching them. Make sure you’re aligned on how a partner’s solution fits your brand and workflows.

And be very wary of any partner that tries to sell you on a fully bespoke tool. It will be obsolete before you ever launch.

Beyond technology partners, you also want to consider your employee partners: the agents. Gather feedback from them on where they could use support, how a given AI tool fits their needs, and whether or not they like it. After all, the most effective tool is the one that gets used.

4. Avoid Fluffy AI Solutions

If you want to see actual improvements in the contact center, you must choose actionable AI tools that solve real problems you already face. That’s the only way to add measurable value.

There are a lot of “fluffy” AI solutions that don’t do much more than collect data. Now, data is important—especially if it gives you deeper insight into contact center operations. But data alone won’t solve anything.

Go beyond data collection and choose AI that supports frontline agents. Choose AI that enables new and effective methods of self-service. Basically, choose AI that actually solves a problem.

You truly can accomplish a lot in one week with AI. So it’s time to get started.

Contributed blog post written by Laivly.

Laivly’s proprietary agentic AI platform solves the challenges of cost, consistency, and productivity for contact centers and customer care programs around the world, with its AI agent, Sidd, enabling industry-leading agent support and self-service solutions.

The post What Can You Accomplish in One Week with AI? appeared first on Execs In The Know.

This year’s conversations made one thing clear: the customer service industry is at an inflection point. While digital transformation continues to accelerate, many organizations are struggling to find the right balance between innovation and practicality. The imperative to modernize, enhance efficiency, and improve customer experiences has never been more urgent, yet companies must do so under tight budget constraints without sacrificing the human connection that customers still value.

Three major themes emerged from this year’s discussions. First, CX leaders feel strong pressure to innovate, but many are unsure how to execute change effectively. Secondly, customers remain skeptical of AI and prefer agent support solutions rather than fully automated interactions. And third, the view of customer service being a cost center rather than revenue generator means that leaders must make every investment count, proving a clear return on investment before adopting new technologies.

The contact center has evolved beyond being just a support function; it is now a strategic differentiator. Companies that navigate these challenges effectively will set the new standard for customer experience.

Pressure to Innovate

Customer expectations are evolving rapidly and companies must innovate to keep pace. However, while most leaders understand the need for modernization, many find it difficult to execute effectively. The reality is that innovation is not just about adopting new technology; it requires a fundamental shift in how organizations approach customer service.

Many companies have experimented with AI-driven automation only to struggle with poor implementation and underwhelming results. Others have found that new technology has introduced greater complexity and confusion rather than streamlining operations,. The biggest challenge is not simply integrating AI or automation, but doing so in a way that improves efficiency while still preserving the personalized service customers expect.

One of the most effective uses of AI in contact centers is real-time automation that enhances human interactions. AI-powered systems can analyze live customer interactions, assess agent expertise, dynamically route inquiries to the right person, and ensure faster resolution times and better customer satisfaction. Virtual assistants can surface relevant information in real time, eliminating the need for agents to dig through multiple systems for answers. Automated workforce management tools can optimize scheduling and workload distribution, reducing stress and burnout while maintaining service levels.

Despite its potential, innovation must be approached with a clear strategy. Technology alone does not solve problems; it must be thoughtfully integrated, continuously refined, and carefully aligned with business goals. Companies that succeed in this space will be the ones that use AI as a tool to empower their workforce and enhance the human connections at the heart of customer service—rather than using it to replace humans from a quintessentially human environment.

Wariness of AI

AI continues to dominate conversations in nearly every industry, but many customers are not ready to embrace fully AI-driven service experiences. While automation can improve efficiency, customers still prefer to engage with real people, especially when dealing with complex or emotionally charged issues. The skepticism surrounding AI was a recurring topic at Execs In The Know, with many leaders expressing concerns about customers’ hesitation to engage with AI-powered interactions.

Trust remains a critical factor in the adoption of AI within contact centers. AI should support, not replace, human interactions. Rather than forcing customers into rigid automated workflows, companies should focus on AI-powered tools that help agents deliver better service. AI-driven sentiment analysis, for example, can help agents navigate difficult conversations by detecting frustration or distress in real time, allowing them to adjust their approach accordingly. AI-powered knowledge retrieval systems can provide agents with instant access to relevant policy details, product specifications, or troubleshooting steps, eliminating the need for manual searches and reducing handling times.

However, AI must be implemented with care and transparency. Poorly trained models can provide inaccurate responses or create confusion rather than clarity. Customers can quickly sense when they are speaking to an AI-driven script rather than a real person, which erodes trust and damages brand reputation. Companies that integrate AI strategically—using it to augment rather than automate customer interactions—will be in the best position to win long-term trust and loyalty.

Budget Constraints

The financial constraints facing contact centers are nothing new, but they remain as relevant as ever. At Execs in the Know, many leaders spoke about the continued pressure to justify every investment and prove measurable returns. Because customer service is typically seen as a cost center rather than a revenue generator, organizations need solutions that deliver tangible value.

This means AI and automation must directly contribute to efficiency, cost savings, and better customer experiences. Technology that optimizes workforce management, reduces agent burnout, and streamlines operations will always take priority over solutions that add complexity without a clear return on investment. AI-driven automation that helps balance supply and demand, reallocates agent resources dynamically, and improves scheduling accuracy can significantly reduce operational costs while maintaining service quality.

Contact centers are no longer just support functions; they play a crucial role in shaping brand perception and customer loyalty. The companies that succeed in this evolving landscape will be those that leverage technology not simply to cut costs but to create a smarter, more efficient, and more human-centered approach to customer service.

Stay Focused on Value

As customer service leaders navigate the complexities of innovation, AI adoption, and budget constraints, one thing remains clear: success will come to those who maintain a relentless focus on delivering exceptional service while supporting and empowering their workforce. Technology will continue to transform the industry, but the core principles of great customer experience—speed, efficiency, empathy, and reliability—will never change.

While there is no single blueprint for success, the companies that stay ahead will be those that embrace innovation with purpose and precision. AI and automation can enhance service delivery, but only when used to support, not replace, human interactions.

Contact centers that find the right balance—leveraging technology to streamline operations while keeping the human touch at the forefront—will set the new standard for CX excellence. The challenge ahead is not just about adopting new tools but about using them wisely to create experiences that are efficient and deeply human.

Contributed blog post written by Intradiem.

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The Power of Storytelling in CX

Throughout my career, I’ve seen firsthand how data can be both a goldmine of insights and an overwhelming sea of numbers. Too often, CX professionals collect vast amounts of data but struggle to translate it into narratives that resonate with stakeholders. During the panel, we explored how effective storytelling requires going beyond surface-level metrics like NPS scores and truly understanding customer friction points, emotional responses, and the broader journey they experience.

One of the biggest challenges discussed was the tendency to focus too much on either anecdotes or hard data—when in reality, the magic happens when both are used together. Qualitative insights from customer interactions, agent feedback, and direct customer stories provide the necessary context that raw numbers alone can’t offer. Likewise, data can validate (or sometimes challenge) the narratives we believe to be true.

Breaking Down the CX Storytelling Framework

A key takeaway from our discussion was that impactful CX storytelling follows a clear recipe:

• Understand the underlying themes: What’s truly driving customer pain points? What patterns emerge across different customer segments?
• Validate with AI and data analysis: “Anecdotes are powerful, but they need to be supported by diverse data sources to ensure they represent broader trends.” – John Caldwell, Sr. Director of Team Member Service Centers, Target.
• Tailor the story to the audience: “Whether speaking to internal teams, investors, or the board, CX stories need to be framed in ways that align with their priorities.” – Nick Solomon, Vice President of Customer Service, AMC Networks.
• Measure impact: A great CX story isn’t just compelling—it should drive measurable change, whether through reduced friction, improved satisfaction, or operational efficiencies.

Overcoming Data Challenges in CX

One of the most thought-provoking parts of our discussion was around common pitfalls in CX storytelling. Many organizations still struggle with incomplete or siloed data, making it difficult to form a comprehensive view of the customer experience. Another challenge is overcoming internal resistance to change—when data tells a different story than expected, it requires a culture of curiosity and adaptability to embrace those insights.

We also talked about how companies can foster a data-driven storytelling culture. Rafael Barragan from Walmart shared, “encouraging skepticism and questioning assumptions is critical. So is ensuring that the data used is representative and free from bias—relying too much on anecdotal evidence or limited sample sizes can lead to misleading conclusions.”

Walking the Talk: How Transcom Leverages Data for Smarter CX

A story I shared on stage that resonated with the panel and audience was how Transcom helped a leading communications company use data to transform its debt collection strategy. By analyzing over a million historical records, we built machine learning models that not only automated the process but also predicted customer behavior. This allowed us to personalize outreach, optimize self-service options, and ultimately drive better engagement. Our solution drove a 9% increase in recovered financial resources, a 17%+ boost in self-service adoption, and 860 fewer operational hours per month. It was a perfect example of how data-driven insights, when paired with the right storytelling approach, can create real business impact.

Looking Ahead: The Future of CX Storytelling

Leaving CRS Clearwater, I felt more energized than ever about the future of CX storytelling. The ability to merge data with narrative isn’t just a skill; it’s a necessity for CX leaders looking to drive real impact. As we move forward, I encourage teams to embrace a mindset of continuous learning, testing, and refining their storytelling approaches.

For me, this panel reinforced what I’ve always believed: The best CX stories don’t just describe what’s happening—they inspire action. And that’s where true CX success lies.

Get in touch:

Ruth Rose
VP, Strategic Growth
ruth.rose@transcom.com

Book a Meeting with Me

The post Turning Data into Compelling CX Stories: Reflections from CRS Clearwater appeared first on Execs In The Know.

Her message? Client insights alone don’t create impact; action does. And in a financial landscape increasingly defined by digital transformation, evolving client expectations, and the unforgiving speed of technological change, experience-focused action isn’t just a competitive advantage. It’s survival.

The Business of Banking is the Business of Trust

KeyBank is a financial institution with $190 billion in assets, over 1,000 branches, and 17,000 employees. It’s an institution built on trust. In an era where the banking industry faces growing skepticism from consumers, trust can’t be bought; it must be earned, reinforced, and, most importantly, lived out in every client interaction.

That’s where Ziroe’s work begins. She and her team at KeyBank don’t just deliver Voice of the Client (VoC) insights; they transform them into human-centered solutions that bridge the gap between client needs and business strategy to drive growth.

But as she pointed out in her keynote, simply producing insights isn’t enough. It’s critical to closely align the CX team’s efforts with the business. She pointed out that “earning a seat at the table” to infuse experience insights in business strategy planning is critical for success.

“Timing is critical,” she told the audience. “Understanding the business is even more important.”

Her words hung in the air. How many CX leaders in the room had spent years battling the frustration of producing invaluable insights only to see them ignored or deprioritized by business stakeholders? How many had been caught in the cycle of delivering ideas without a roadmap for execution?

If your CX team isn’t “in the room where it happens,” as Ziroe put it, you’re not leading change. You’re hoping for it.

Bridging the Gap Between Client and Business Empathy

One of the most striking moments of Ziroe’s presentation was when she dissected the tension between a client-led approach and a business-led approach, a battle that often plays out within organizations, sometimes in subtle ways, sometimes in outright conflict. Client-led strategies are rooted in the question: What can we do for the experience?
Business-led strategies ask: What can the experience do for the business?

The challenge, as Ziroe explained, is that both are necessary. It’s not enough to simply listen to clients and improve experiences. CX teams have to find ways to organically integrate CX into the operations of the business to drive outcomes—loyalty and profitability.

A real-world example? KeyBank’s treasury clients. When analyzing top opportunities in their commercial digital platform, Ziroe’s team discovered that less than half of clients were satisfied with one of its top-used capabilities. The problem wasn’t just about missing features; it was about how information was presented, the difficulty of navigating reports, and the overall user experience. The easy solution? Enhancing reports. The right solution? Reimagining the experience by creating a simplified and intuitive consumer-like one-stop shop user experience in a complex commercial landscape.

The result? A 57 percent reduction in task completion time and a 92nd percentile ranking in overall satisfaction in prototype testing. One client in a treasury role summed it up: “This exceeded my expectations. On average, it usually takes me an hour to research. Not having to use external sources like Excel and Ctrl+F—this will cut my time in half.”

It was a moment of validation, not just for the work Ziroe’s team had done, but for the philosophy that underpins it: client experience isn’t just about acting on client feedback; it’s reimagining the experience through a human-centered lens. And doing so in close partnership with the business.

The CX Leadership Challenge: Are You Creating Real Change?

As she wrapped up her keynote, Ziroe left the room with a challenge. Are we, as CX leaders, truly embedding client experience into our business strategy, or are we just gathering data for data’s sake? Are we creating actionable insights, or are we simply reporting them? Are we advocating for clients in a way that executives can translate into revenue and long-term loyalty?

Because here’s the truth: if CX isn’t shaping business decisions, it’s just another department. And if we’re not advocating for clients in ways that resonate with business stakeholders, we’re not leading change. As she wrapped up, Ziroe articulated something many in the CX space feel but don’t always have the words for: that empathy-driven action is the only kind that moves the needle.

A special thank you to Era and the entire KeyBank team for sharing their insights and leadership with us at the Customer Response Summit. Your dedication to innovation, service, and human connection continues to set the standard for the banking and CX industry. We appreciate your time, expertise, and the inspiration you brought to the stage!

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Data, Personalization, and the Princess Medallion

Cruising is an industry built on dreams, the dream of escape, relaxation, and adventure. But as Stokes laid out in his keynote, a dream isn’t enough. Execution is everything. And that execution, he argued, is rooted in data.

“The best guest experience doesn’t start when they step onto the ship. It starts the moment they book, the moment they dream about their trip,” he told the room. Yet, for too long, the cruise industry, like many others, focused heavily on the onboard experience while neglecting the critical pre- and post-cruise touchpoints.

Enter the Princess Medallion. A small, unassuming wearable, but with the power to transform cruising into something deeply personal. By leveraging billions of on-ship interaction data points, the Medallion allows guests to experience seamless check-ins, personalized dining recommendations, and even location-based service that lets a drink or meal find them—whether they’re lounging by the pool or stargazing from the top deck. This is personalization at scale, the kind of frictionless service that modern travelers have come to expect. But, as Stokes candidly admitted, getting there wasn’t smooth sailing.

The ‘Triangle of Death’ and the Road to CX Transformation

As captivating as it is to talk about the future, Stokes didn’t shy away from the challenges that have plagued the industry. He outlined the “Triangle of Death,” the tangled mess of disconnected contact centers, reservation systems, and customer databases that led to high call volumes, long resolution times, and frustrated guests. And this wasn’t a minor issue.

Princess Cruises had a very large backlog of tickets, a clear signal that something was fundamentally broken. High call volumes weren’t just about long wait times; they were about missing context, disconnected data, and the inability to provide guests with real solutions before they reached a boiling point.

So, what did Princess Cruises do? They invested not just in technology but in redefining the guest journey. They tackled data integrity at its core, implementing real-time monitoring and automated resolutions in partnership with harpin AI, ensuring that guest information was synchronized across all touchpoints. They created a White Glove Guest Success Team to proactively resolve issues before they turned into calls. And the results? Staggering. A $16.9 million annual impact just from reducing cancellations, improving bookings, and cutting down operational inefficiencies.

What’s Next? The Questions We Should All Be Asking

As Stokes left the stage, the energy in the room was undeniable. The cruise industry and the broader travel sector stand at a crossroads. Personalization isn’t a luxury; it’s the expectation. Data is either an anchor or a sail, depending on how it’s managed.

So, as you think about your own business, ask yourself:

• Are we creating a seamless, personalized experience from the very first touchpoint?
• Are we using data to enhance the guest journey, or are we letting it create friction?
• Are we focused only on fixing problems after they arise, or are we proactively designing experiences that eliminate them before they happen?

Because, at the end of the day, the best experiences, whether at sea or on land, aren’t just about getting from point A to point B. They’re about the moments in between, the unexpected delights, and the feeling that a brand truly knows and values you.

That’s the future of travel. And as Stokes made clear, it’s already here.

A special thank you to Alvin Stokes and the entire Princess Cruises team for sharing their insights and leadership with us at Customer Response Summit. Your dedication to innovation, service, and human connection continues to set the standard for the travel/hospitality and CX industry. We appreciate your time, expertise, and the inspiration you brought to the stage!

The post Personalization at Sea: How Princess Cruises Is Elevating the Guest Experience appeared first on Execs In The Know.

The discussion highlighted a critical challenge: when customer data is fragmented, outdated, or inconsistent, CX teams struggle to deliver seamless interactions. One of the biggest takeaways? Your customer experience is only as good as the data behind it.

• Call center agents face incomplete or conflicting customer profiles, leading to long handle times, frustrated customers, and unnecessary discounts to smooth over bad experiences.
• AI-powered automation falls short when it’s fed incorrect data, causing chatbots and self-service portals to deliver irrelevant or misleading responses.
• Loyalty programs and marketing campaigns miss their mark because duplicate or outdated records prevent brands from recognizing their best customers.

But as Princess Cruises showed, fixing data issues isn’t just about avoiding frustration—it’s also about unlocking millions in ROI.

How Princess Cruises Transformed Their Guest Experience

One of the most compelling stories at CRS came from Princess Cruises, a brand known for delivering world-class guest experiences. However, behind the scenes, disconnected systems and messy data were creating major CX challenges:

• Call center agents struggled to pull up complete guest profiles, leading to longer call times and inconsistent service.
• Outdated or duplicate records made it difficult to recognize loyal guests, impacting upsell opportunities.
• Manual data clean-up processes were time-consuming and costly.

By implementing harpin AI, Princess Cruises achieved:

• Faster, more efficient customer service—agents could instantly access accurate guest profiles.
• Increased revenue opportunities—loyal guests were correctly identified and engaged with relevant offers.
• Significant cost savings—by eliminating the need for manual data reconciliation, freeing up resources for higher-value tasks.

And the best part? They didn’t have to replace their existing CRM, CDP, or other systems. harpin AI seamlessly integrated into their tech stack, enhancing every tool they already had.

Fix Your Data. Fix Your Customer Experience.

If bad data is holding your CX team back, AI and automation alone won’t fix it—they can only work as well as the information they’re given. That’s why harpin AI goes beyond data storage to observe, resolve, answer, and activate customer data:

Observe: Data issues don’t announce themselves—but they’re undermining CX behind the scenes. Observe continuously scans customer, transaction, and asset data, pinpointing inconsistencies, gaps, and anomalies before they cause problems. It’s more than just error detection—teams get real-time insights into data health, automated alerts, and performance tracking, all within the tools they already use. Instead of waiting until bad data impacts customer experience, brands can stay ahead of issues and optimize their operations proactively.

Resolve: Storing data isn’t the same as fixing it. CRMs, CDPs, and data warehouses might hold valuable customer information, but they won’t untangle duplicate records, reconcile mismatched identities, or update outdated details on their own. And when data is unreliable, the impact is huge:

• Call centers struggle with fragmented customer profiles, dragging out resolution times.
• Marketing teams waste spend on campaigns aimed at the wrong people.
• Loyalty programs fail to engage VIP customers because their profiles are incomplete.

Resolve connects and corrects data across systems in real time, ensuring every system—whether it’s for CX, automation, or analytics—runs on clean, trusted information.

Answer: When you need to make a business decision, you don’t have time to dig through dashboards. Answers lets teams ask direct questions—like “Which customers churned after a product change?” or “Where are we losing the most revenue?”—and get an immediate, clear response. No SQL, no waiting on analysts—just fast, actionable insights that help drive better decisions.

Activate: Once data is normalized and insights are unlocked, the next step is making it work where it matters. harpin AI embeds trusted data into existing systems, ensuring that automation, analytics, and AI tools actually perform as expected. That means:

• AI-powered chatbots and virtual assistants operate on accurate customer details.
• Embedded insights flow seamlessly into Slack, Teams, and other collaboration tools.
• Proactive monitoring surfaces potential data risks before they create CX headaches.
• Seamless integrations ensure CRM, CDP, and automation tools work together without disruption.

With harpin AI, businesses can:

• Deliver faster, more personalized service by ensuring agents and AI have the right customer information at their fingertips.
• Maximize AI-driven automation ROI by eliminating data inconsistencies that cause errors.
• Boost revenue from loyalty and marketing programs by accurately recognizing and rewarding customers.
• Reduce operational costs by eliminating inefficient manual data reconciliation.

It’s not about adding more technology—it’s about making existing investments actually work.

Want to see how better customer data can transform your CX? Schedule a meeting with a harpin AI expert to discuss your challenges and explore solutions.

Contributed blog post written by harpin AI.

The post Data Problems Aren’t Just Annoying—They’re Expensive appeared first on Execs In The Know.

Enter: Generative AI. With its capacity to analyze vast amounts of data, predict customer behavior, and automate tasks, AI empowers businesses to elevate CX to unprecedented levels. AI can equip agents with the insights they need to understand customers before they even pick up the phone, allowing them to deliver personalized experiences, de-escalate sensitive situations more quickly, and reduce resolution times. However, while many brands are eager to integrate AI into their contact centers, it’s crucial to do so thoughtfully and strategically.  A poorly implemented solution can inadvertently create a less personal or even frustrating experience.

Here are 3 ways AI can help drive operational efficiency and improve the contact center experience:

1. Provide a Frictionless and Personalized Experience

Customers today demand seamless and personalized experiences. AI can analyze customer data, including past interactions and preferences, to anticipate their needs and tailor interactions accordingly. For instance, AI-powered chatbots can handle simple inquiries, providing instant support and freeing up human agents to focus on more complex issues. Additionally, AI-driven routing can direct customers to the most appropriate agent based on their specific needs, ensuring faster resolution times and higher first-call resolution rates.

2. Empower Your Agents to Deliver CX Excellence

Equipping contact center agents with the right tools and information is paramount to delivering exceptional CX. AI can empower agents by providing real-time customer insights, such as interaction history, purchase behavior, and sentiment analysis. This allows agents to more easily personalize interactions, anticipate customer needs, and provide proactive support.

3. Create a Culture of Customer-Centricity

Technology alone cannot guarantee CX excellence; a customer-centric culture must complement it. AI can support this culture by freeing up agents from mundane tasks, allowing them to focus on more complex and emotionally engaging interactions. By demonstrating a commitment to continuous improvement based on customer feedback and data-driven insights, businesses can foster a culture where the customer is at the heart of every decision. This should involve using a variety of listening techniques, including transactional survey programs, closed-loop feedback, and mystery calling, to understand what matters most to customers.

AI is poised to transform the contact center experience, empowering businesses to deliver exceptional CX and drive customer loyalty. However, it’s important to be strategic and continue to prioritize human support. Ipsos research shows that 39% of customers still expect human support levels to exceed what AI can provide. Human interaction will remain crucial both on the front-end and back-end to ensure customer expectations are met and that generative AI tools continue to evolve in line with those expectations.

The journey toward CX excellence requires a commitment to continuous improvement, data-driven decision-making, and a relentless focus on the customer. By embracing a strategic and human-centric approach to AI adoption, contact centers can unlock the full potential of this transformative technology.

At Ipsos, we leverage our extensive experience in CX research and analytics to help our clients deploy AI where it will have the most substantial impact on their business. This requires a harmonious blend of AI-powered efficiency and data-driven insights with the imagination, creativity, and empathy that only humans can provide.

For help assessing whether an AI solution is the right fit for your business objectives, get in touch.

Guest blog post written by Ipsos.

The post Data-Driven & Customer-First: Designing The AI-Powered Contact Center appeared first on Execs In The Know.

Coming off the heels of the conference, one thing is clear: the pace of customer expectations is outstripping the speed of operational change. Businesses that don’t adapt will fall behind. The discussions at CRS weren’t about abstract trends; they were about execution. How to scale artificial intelligence (AI) without losing the human touch, how to build resilient service models, and how to drive meaningful CX transformation in a rapidly shifting market.

For three days, executives from some of the world’s top brands came together for relationship-building and to challenge conventional thinking, exchange hard-earned insights, and collaborate on the future of CX.

The Power of Leaders Learning from Leaders

At CRS, knowledge isn’t just shared. It’s tested, debated, and sharpened. Leaders walked into sessions with big questions: How do we ensure AI doesn’t erode customer trust? What’s the right way to measure CX impact beyond standard KPIs? How do we balance cost efficiency with experience excellence?

Christie Sandoval, SVP of Customer Experience at T-Mobile, opened the conference with the challenge of rethinking innovation. She didn’t just talk about AI; she demonstrated how T-Mobile is using it to enhance, rather than replace, human connection. It’s a tension every CX leader is managing, including when to lean into AI, when to reinforce human touchpoints, and how to make them work together.

Frid Edmond, Senior VP of Global Customer Engagement Centers at Marriott International, opened Day 2 with a powerful keynote on navigating large-scale transformation in the hospitality industry. Drawing from her experience integrating loyalty programs after a major merger and spearheading technological advancements, she underscored the importance of adaptability, resilience, and courageous leadership.

Her insights reinforced a key theme of CRS: CX isn’t static; it requires continuous evolution. Organizations that embrace a growth mindset, prioritize bold decision-making, and cultivate resilience will be the ones that lead the industry forward.

Turning Customer Insights Into Action

Customer experience leaders often struggle with turning insights into real, meaningful change. Era Ziroe, Senior Vice President of Enterprise Client & Employee Experience at KeyBank, tackled this challenge head-on in her keynote, Reaching Beyond Surveys: Mobilizing CX Insights Into Empathy-Driven Action.

She shared how KeyBank’s CX+EX team is pioneering a data-driven approach to customer experience, ensuring that customer insights aren’t just gathered but acted upon. The takeaway? CX’s success depends on embedding customer feedback into every layer of the business, from frontline operations to executive decision-making.

Personalization at Scale with AI

Alvin Stokes, Vice President of Global Reservations & Service Operations at Princess Cruises, took attendees inside the cruise industry’s digital transformation. His keynote explored how Princess Cruises leverages machine learning, real-time data, and wearable technology to create hyper-personalized customer experiences.

With a 20 percent improvement in operational efficiency and customer satisfaction, Princess Cruises is proving that when technology is used strategically, it doesn’t replace the human touch. It enhances it.

CX as a Business Strategy, Not a Department

Across sessions, one theme was impossible to ignore: CX leaders can’t afford to operate in a silo. Customer experience doesn’t live in one department; it cuts across every function, from marketing to operations to technology. And the organizations winning in this space are those that treat CX as a business strategy, not a department.

Case in point: Spirit Airlines’ AI transformation. Vanessa Hardy-Bowen, Director of Guest Care & Contact Centers at Spirit Airlines, walked attendees through the brand’s journey in redesigning their guest experience. The lessons weren’t just about AI; they were about collaboration. About getting buy-in from stakeholders who don’t live and breathe CX every day. About making decisions that put the customer, not just technology, at the center.

Hands-On Learning: Tech Forums, Practitioner Pop-Ups, and Workshops

Beyond keynotes, CRS delivered interactive sessions designed to help CX leaders apply insights in real-time.

• Tech Forums: These sessions explored AI, automation, and customer engagement technologies reshaping CX. In Experience Live: Launch Voice AI for a Retailer in Real-Time, attendees witnessed a live deployment of Voice AI, demonstrating how automation can be implemented instantly. Another session, Record-Setting Speed to High Performance with Generative AI Training, showcased AI-powered coaching and training that reduces onboarding time, lowers attrition rates, and improves customer interactions.
• Practitioner Pop-Up: Problems and Possibilities: This interactive think tank allowed corporate brand attendees to take the stage, discussing their biggest CX challenges and brainstorming solutions alongside peers. Topics ranged from navigating AI adoption roadblocks to rethinking customer service structures in an omnichannel world.
• People & Process Workshops: Focused on aligning people, processes, and technology, these sessions bridged operational efficiency with CX excellence. Curating the Next Operational Evolution explored how emotional intelligence and AI-powered analytics can work together to enhance customer interactions. Meanwhile, From Static Surveys to Living Customer Stories introduced new methods for capturing customer feedback beyond traditional surveys—through AI-driven ethnographic research and continuous customer listening programs.

Customer Shop Talks and Moments of Brilliance

Smaller, expert-led discussions offered deep dives into CX strategies and AI implementation. In Practical AI Deployment in Contact Centers, Turo shared its structured walk-run-fly methodology for gradually integrating AI into customer support. Meanwhile, Automation in Action: Rethinking QA for Exceptional Customer Experiences tackled how brands can use AI-powered quality assurance to analyze customer interactions, reduce churn, and improve agent training.

The Moments of Brilliances session showcased real-world CX transformations from Google, Sony PlayStation, Princess Cruises, and Bank OZK. Attendees learned how companies leverage AI, data, and digital tools to drive efficiency and enhance customer experiences.

Innovation, Networking, and Relationships That Shape the Future

CRS wasn’t just about sessions; it was about relationships. The Innovations Lab & Cocktail Hour brought CX innovation to life, allowing attendees to test AI-powered tools, automation solutions, and customer engagement platforms in a hands-on environment.

However, some of the most valuable moments happened outside of scheduled programming, including over dinner, in one-on-one meetings, and during networking events. These weren’t just conversations; they were the foundation of strategic partnerships, shared insights, and ongoing collaboration.

At the end of the day, that’s what makes CX leadership different from other industries. It’s all about community.

What’s Next for CX?

The brands redefining customer experience are the ones willing to challenge old playbooks, embrace bold thinking, and, most importantly, learn from one another. So, as we look ahead, let’s ask ourselves: Are we making the right investments in CX or just the most convenient ones? Are we designing experiences for efficiency or impact? Are we evolving fast enough or waiting for disruption to force our hand?

The conversations that started at CRS Clearwater don’t end here. They’re just beginning. And if there’s one takeaway, it’s this: The future of CX isn’t something that happens to us. It’s something we create together.

A heartfelt thank you to our business partners, speakers, panelists, and attendees for making CRS Clearwater such an impactful and inspiring event. Your insights, collaboration, and passion for customer experience innovation continue to drive this community forward. We appreciate your time, energy, and commitment to shaping the future of CX.

See you at the next summit! Join us in San Diego, CA, September 17-19, 2025.

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