The back-office (claims teams, billing, fulfillment, underwriting, compliance) has rarely been treated as part of the experience engine. Yet as artificial intelligence (AI), automation, and agentic systems reshape operations, CX leaders are realizing something critical: The back office is no longer behind the scenes; it’s center stage.  

In this roundtable, executives unpacked the operational and cultural shifts needed to finally align these historically separate functions. What emerged was a clear call to action, and a glimpse into how the most future-ready organizations are preparing for what comes next. 

Back-Office Modernization Is Now a CX Priority 

One leader put it plainly: “From the customer’s perspective, there is no front office, there is no back office. There’s just the company.” 

Consumers don’t care which department “owns” a task. They care about clarity, speed, and avoiding repetition. Yet many organizations still invest heavily in front-line tools while leaving back-office workflows untouched, creating the very friction customers feel in the form of delays, inconsistencies, and escalations. 

Leaders agreed on several truths: 

• Back-office operations are essential to the end-to-end experience, not hidden support layers. 
• Most executive teams still underestimate the CX impact of back-office modernization. 
• Teams across the enterprise need to see back-office work as part of the customer journey. 
• Fragmented handoffs, not agent performance, are often the root cause of customer dissatisfaction. 

Silos, Systems, and the Alignment Problem 

If there was one shared pain point, it was this: alignment is still the most significant barrier to progress. 

Executives described a familiar scene: HR systems that don’t speak to CRM, fulfillment platforms that operate independently, product teams designing workflows “in a vacuum,” and data scattered across what one participant called “islands of automation.”  

But the most powerful insight came from a simple observation: Sometimes the most impactful transformation starts with a basic cross-functional meeting. 

In one organization, simply bringing together CX, operations, and product teams in the same room revealed a dozen downstream issues, many of which were quickly solvable. It reminded the group that alignment is not only a systems challenge, but also a cultural one.  

As one attendee shared: “Bringing teams together, they’re like, ‘Oh, I didn’t realize it did that.’” Sometimes awareness is the first step toward modernization. 

From Frankenstacks to Unified Data 

Every executive on the roundtable acknowledged a version of the same problem: the “Frankenstack.” Tools bolted together, inconsistent data definitions, and multiple versions of the truth. And with AI moving from experimental to operational, that fragmentation is no longer just inefficient; it’s risky. 

Leaders stressed the need for: 

• A single data layer 
• Consistent data governance 
• Clear prioritization of 30–90 day value wins 
• Unified KPIs that make back-office contributions visible 

The takeaway was clear: AI is only as good as the data it’s fed. One leader summed it up nicely: “Once we have a better view of what’s going on, we can finally measure the value the back office brings.” 

The Human + AI Workforce Is Here 

Perhaps the most forward-looking part of the conversation focused on agentic AI and the idea of a combined workforce: human and AI agents working side by side. 

Leaders shared early wins: 

• 4× throughput increases 
• 100% auditability 
• Manual tasks reduced from 4 hours to 1 
• Entire queues eliminated 

But they also highlighted new responsibilities: 

• Monitoring AI like a team member
• Building clear governance 
• Ensuring transparency and explainability 
• Training employees to work with, not against, AI systems 

As one participant said, “AI will not replace people. But people who do not understand AI will be replaced.” The future of CX isn’t human vs. AI. It’s human + AI + aligned operations. 

CX Leadership Is Shifting from Cost to Value  

The conversation closed with a noticeable shift in mindset: Leaders are moving away from AI for cost-cutting and toward AI for value creation, quality, and growth. Organizations are building value-realization frameworks, taking incremental wins rather than massive transformations, and focusing on internal AI adoption before rolling out customer-facing solutions. 

Their North Star goals for the next 12 months? Unified data, automated back-office workflows, better regulatory processes, and strengthened centers of excellence. The direction is unmistakable: Modern CX leadership is operational leadership. 

Be Part of Conversations Like This 

This is what makes the Execs In The Know community special: leaders openly sharing, challenging, and learning from one another. Just real problems and real solutions. Our Virtual Executive Roundtables are built on that promise: Leaders Learning From Leaders. 

If you want to be part of these candid conversations, connect with top CX executives, and stay ahead of the trends shaping our industry, we invite you to join one of our upcoming virtual or in-person events. In the meantime, explore our recent report in partnership with NiCE, CX Without Silos: Bridging Front- and Back-Office Operations to Elevate CX.

The post Breaking Down the Back Office: What CX Leaders Told Us About the Next Era of Customer Experience  appeared first on Execs In The Know.

Part 1: Behavioral Interviews

The following are lessons I have learned from over a thousand interviews, and from being a past Bar Raiser and VP of Human Resources at Amazon. This article will focus on general best practices for interviewing, with a specific focus on how to answer behavioral interview questions.

Preparation

Preparation before the interview is as, or more, important than the interview itself. Plan on up to 5 hours of prep time for a 1-hour interview. Key things to keep in mind:

• Learn about the people you will be meeting (use LinkedIn, and ask the recruiter – they are an excellent resource for you).
• Understand their education, career trajectory, and work philosophy. Review their non-work accomplishments (volunteer work, etc).
• Find areas of communality that you can use to establish a personal rapport (“We both studied abroad”, “I also volunteer on a foundation”).

Use AI to summarize customer and employee reviews. Learn about the business by exploring their website (walk the store), calling their customer service, and ordering their products. Understand their customer experience, their pricing structure, and their logistics. Learn about the company strategy and corporate values from sources such as YouTube, investor presentations, and podcasts. It is expected that you have done this pre-work, and you should find a way to work it into the interview (potentially in the Q&A).

Anticipate questions based on what you have learned about the company values, strategy, job description, and walking the store. Prepare answers (with specific examples) to the most likely questions. Practice your answers out loud on at least three separate occasions. You can use Microsoft Copilot or  ChatGPT to practice your answers and get direct feedback on the quality of your response.

Identify your top three examples that do the best job of highlighting why you are a good fit for this company, this team, and this position. Make sure you work these into your interview.

Only interview if you are prepared, you want the job, and/or are serious about learning if the company is the right fit. Interviewing takes a lot of your time, and a lot of the interviewer’s time. Don’t go in to practice, or to “take one interview per year.” ¹

The Interview

Interviews can take place in many forms – from informal discussions over golf or a cup of coffee to more formal meetings. Don’t be lulled into thinking that interviews only take place in structured settings. Prepare ahead of time for the informal interactions as well.

Behavioral Question Interviews

Behavioral questions are designed to gather information about a distinct competency, such as customer obsession, attention to detail, or thinking big. They usually ask for a specific example, and they may start with something along the lines of: “Tell me about a time when… ” Note that some behavioral interviews will also include questions about specific domain expertise. The following advice applies equally to these types of questions.

When answering a behavioral question, your answer must have three sections: 1) Setting the context, 2) Stating the details of your example, and 3) The outcome. Basically, a beginning, middle, and end. This is sometimes called the STAR method (Situation, Task, Action, Result).

1. Setting the context. In this section, you are introducing your topic to provide the interviewer with the necessary context to understand the details of your answer. This is when you introduce what type of company you were with and the role you had, as well as the context of the problem. An example might be:

“Three years ago, I was employed by the Bruce Wayne Foundation, with a charter to fight crime and protect the citizens of Gotham City. We received a tip about a villain called The Joker, stating that he intended to corner the market on eggs and plaster the downtown buildings with them. This would not only create a significant mess, but it would also drive up the prices of eggs to over $10 per carton. I took it upon myself to investigate possible solutions and stop this heinous act.” 

2. The details. In this section, you explain the actual work you did, including your approach. Let the interviewer into your thinking and highlight why the solution was unique/impactful. This section is the meat and potatoes of your proposal. You should include details and be precise about your role in driving the solution. Use supporting data whenever possible. For example:

“Rather than jumping straight to action, I pulled my team together and we brainstormed a list of possible solutions. I plotted these options on a scatter diagram, with citizen impact on the X axis and effectiveness of stopping the Joker on the Y axis. My team advised that we could write software that limits the amount of eggs purchased based on frequent shopper numbers. However, this solution was not sufficiently customer-focused (it scored low on citizen impact), as it inconvenienced many shoppers. We eventually thought bigger about the solution and used the software to identify just the Joker’s associates. I then worked with the egg distributors to sell a specially formulated egg only to the bad actors. This egg would spoil as soon as it left the store, and burst into a gooey, smelly mess by the time they reached their hideout.”

3. The Outcome. In this section, you wrap it all up. You explain the (preferably measurable) outcome of your actions, including whether this was a permanent solution.

“The solution worked as designed. The Joker spent $51K on eggs that made a smelly mess of his hideout! His plan was completely spoiled, and the citizens of Gotham were not inconvenienced in any manner. Long-term attacks by the Joker have declined 42% in the following 12 months, indicating that he learned there is nothing funny about crime. I guess the yoke was on him!”

Q&A

Q&A is an essential part of the interview. Don’t let your guard down just yet! Use this time to add or reinforce any information about you that hasn’t come across in the interview, and to gather the information you need to make a decision should you get a job offer. If you don’t have insightful questions prepared, it’s a red flag for the interviewer. Questions are not optional, and you should be ready to use all of the allocated time in a meaningful conversation.

If you haven’t been able to work your understanding of their business into your answers so far, this is a good time to demonstrate that you walked the store, are well acquainted with their business, and have done your homework.

If you have not worked your three most important examples into the interview, consider surfacing some of that info now (if appropriate).

This is the time to gather additional information you need about the company strategy, the company culture, the hiring manager’s leadership style, and the type of work you will be doing.

Use this time wisely and make sure you are well prepared! I once had an interview with a CEO, and he opened the interview with a single question: “What questions do you have for me?” I had to lead the full hour-long conversation, so it was good that I had prepped for the Q&A section and walked the store.

Close

The close is an often overlooked, but critical part of the interview. At the end of the interview, look the hiring manager (and key panelists) in the eye and tell them: “I’m really excited about working with you. I would love to be part of this team. I’m confident I can quickly contribute, and I’m in it for the long term”.

It might sound like flattery, but the truth is every manager wants to hear that you want to work with them, and that you want to be part of their team. Don’t miss this step, it’s important and too often neglected. And make sure it’s authentic!

Good luck, and have fun!

¹ The opposing point of view is that you should interview regularly, as it allows you to practice and hone your interview skills. It is a way to refine your story and confidently answer questions after practicing them in real life. It also allows you to develop relationships with hiring managers and recruiters/headhunters.

The Execs In The Know Expert Network

Want to connect with Tim or learn more about his expertise? You can do that through the Execs In The Know Expert Network—a curated group of trusted CX professionals, each selected for their proven leadership and deep subject matter expertise across key areas of the customer experience discipline.

Access to the Expert Network is available exclusively to Know It All (KIA) members. Not a member yet? Join the free KIA community today and start tapping into CX expertise you can trust.

About Tim

A seasoned global operations and customer experience executive, Tim Mueller-Hickler is known for his empathetic leadership, high standards, and commitment to customer-focused operational excellence.

A member of the Execs In The Know Expert Network, he has held senior roles at industry-leading companies including Amazon, Sun Microsystems, and Snap, where he led large-scale global teams across customer service, trust and safety, shared services, and platform integrity.

With a career spanning logistics, tech, and digital platforms, he has overseen teams of up to 50,000 agents, managed over $1B in annual spend, and helped shape Amazon’s world-renowned customer service reputation. Fluent in multiple languages and with extensive international experience, he brings a unique global perspective to developing high-performing, culturally attuned teams.

The post Crack the Behavioral Interview Code: Lessons from 1,000+ Interviews at Amazon appeared first on Execs In The Know.

Today’s most innovative brands are using outsourcing not just to offload volume, but to build loyalty.

Outsourcing is now a frontline growth strategy, and new partnerships, AI-powered support, and a deeper focus on human connection are shaping it.

CX Outsourcing Isn’t What It Used to Be

At a time when customer expectations are rising and resources are stretched, outsourcing has become a tool to scale personalized service, expand availability, and retain customers through consistent, quality care.

But this shift brings new questions to the forefront:

• Can your BPO partner act like an extension of your brand?

• How do you balance AI automation with human empathy?

• What metrics matter now that it’s not just about cost?

The answers lie in how companies are evolving their outsourcing models from transactional to transformational.

It’s Not About Reducing Volume

Brands are rethinking what success looks like. Traditional metrics like average handle time (AHT) or cost per contact are giving way to customer effort scores, post-service retention, and agent satisfaction.

Because when BPO partners are immersed in your brand, equipped with AI, and empowered to solve, they’re not just handling calls. They’re earning loyalty.

AI Isn’t Replacing Humans

AI is automating the simple stuff and making space for humans to focus on what matters most: emotionally charged, high-impact interactions.

Smart CX leaders are now designing hybrid models:

• AI Assist: AI supports the agent in real time

• AI Complete: Low-risk queries are handled entirely by bots

• Human-First: Complex or emotional issues are escalated to people trained to act with care and context

When AI and people work in harmony, the customer wins.

Loyalty Lives in the Agent Experience

One overlooked truth? Agent experience drives customer experience. Outsourced agents need more than a script; they need brand training, access to customer data, and a clear sense of purpose.

The best partnerships treat BPO teams as an extension of internal teams, investing in coaching, collaboration, and continuous innovation.

What’s Next: A Roadmap for Loyalty-First Outsourcing

The next wave of CX outsourcing is strategic, AI-enabled, and human-first. Brands are co-creating with partners, aligning on shared goals, and shifting from reactive support to proactive loyalty-building.

Want to see what this looks like in action? Read the full story in the latest issue of CX Insight magazine.

The post The Loyalty Shift: Rethinking CX Outsourcing appeared first on Execs In The Know.

Let’s be honest: CX leadership is demanding. The pace is fast, the stakes are high, and the pressure to balance business goals with human outcomes is relentless. Leaders are tasked with steering transformation, managing hybrid teams, and navigating rising consumer expectations, all while showing up as emotionally intelligent and empathetic guides for their people. In this environment, mental health isn’t a luxury; it’s a cornerstone of leadership effectiveness.

The Weight of CX Leadership

Customer experience leaders are wired to care. Empathy isn’t just part of the job description; it’s the job. However, that emotional investment can come at a cost if mental well-being isn’t actively protected and prioritized.

According to Mental Health America, nearly 1 in 5 adults in the U.S. lives with a mental health condition. That number includes leaders. It consists of the high-achieving, relentlessly driven executives who quietly power through long days and back-to-back meetings, while privately battling anxiety, burnout, or depression.

The demands of CX leadership often mask the need for mental health care. You’re busy caring for customers and coaching your teams to do the same. But who’s checking in on you?

Mental Health is a Leadership Skill

Historically, we’ve drawn a hard line between mental health and leadership capability, as if the two lived in separate worlds. But the truth is, strong mental health enables strong leadership. It sharpens decision-making, improves communication, and fuels resilience.

When leaders prioritize their well-being, they create space for others to do the same. They set the tone for a workplace culture where emotional safety and high performance are not at odds, but deeply connected.

Mental Health Awareness Month is a timely reminder that leadership is not about perfection; it’s about presence. Presence requires clarity, calm, and capacity, all of which are hard to maintain when mental health is neglected.

The Ripple Effect of Awareness

CX leaders have a unique platform. They influence not just internal culture but the customer-facing brand. By acknowledging the importance of mental health, openly, visibly, and consistently, they reduce stigma. They model what it looks like to prioritize wellness without compromising impact.

This kind of modeling matters. It encourages team members to speak up when they’re struggling, shifts the tone from silence to support, and positions organizations to retain talent, reduce burnout, and build more compassionate customer experiences from the inside out.

What You Can Do This Month and Beyond

• Talk about it. Start with your team. Normalize conversations about stress, boundaries, and self-care.
• Model healthy behaviors. Take real breaks. Use your PTO. Protect your personal time.
• Support resources. Ensure mental health benefits are available, well communicated, and accessible.
• Check in, often. One-on-ones are a chance to ask how someone is doing, not just what they’re doing.

Finally, lead yourself as you lead others with empathy, accountability, and care.

This May, let’s not treat mental health as an afterthought. Let’s treat it as a strategy because the best CX starts with leaders who are well, mentally, emotionally, and fully human.

Looking for a place to start? The National Alliance on Mental Illness (NAMI) offers a wealth of resources specifically for leaders, caregivers, and individuals navigating mental health challenges. From toolkits and support groups to workplace mental health guides, NAMI is a trusted source for education, connection, and action.

This Mental Health Awareness Month, take a moment to explore what’s available—not just for your team, but for yourself.

The post Why Mental Health Awareness Month Matters for CX Leaders appeared first on Execs In The Know.

In our latest CX Insight magazine Brand Spotlight, we sit down with Rafi Barragan, Director of Driver Experience and Strategy at Walmart, to explore how his team is pioneering new ways to support drivers before friction even begins.

Rafi’s approach is centered around what he calls an “ecosystem empathy mindset,” a philosophy that goes beyond fixing isolated problems and instead focuses on designing interconnected systems where human experience is at the core of every innovation. His team isn’t just solving for defects or platform glitches. They’re creating an environment where proactive detection, real-time data, and human insight combine to make every driver’s journey smoother and more intuitive.

Transforming Walmart’s Gig Driver Experience

• Proactive automation and real-time defect detection that identifies platform issues before they scale into major disruptions.
• Generative AI and personalized in-app help, providing drivers with tailored guidance exactly when and where they need it, dramatically reduce the need to reach out for support.
• One-Call Resolution models focus on eliminating not just call volume, but also the root causes of why drivers need help in the first place.

And it doesn’t stop at technical innovation. Rafi also shares why building trust at scale isn’t about one-off successful interactions. It’s about operational integrity over time. For Walmart’s Spark Driver Platform, this means surfacing the correct information at the right moment, reducing surprises, and ensuring that drivers feel seen, empowered, and in control of their earning journey.

Here’s What Else You’ll Learn from Our Interview

• The three distinct mindsets of today’s gig earners and how Walmart designs for each.
• The critical role of retention-by-design in the future of gig economy CX.
• Why platforms that view drivers simply as a supply pool will lose, and how human-centered design is becoming a key competitive advantage.
• How Rafi’s real-world leadership lessons, from launching call centers to building global operations, continue to shape Walmart’s driver-first strategy today.

The future of customer experience in the gig economy isn’t about patching issues reactively. It’s about creating intelligent, empathetic ecosystems where users—whether customers, employees, or drivers—thrive. Walmart’s approach under Rafi’s leadership provides a compelling blueprint for brands seeking to rethink their engagement, support, and retention strategies for their most critical users.

Get the Full Story: Read Our Brand Spotlight Interview with Rafi Barragan in CX Insight Magazine →

If you’re building or leading customer experience, operations, or gig platform strategies today, this is a conversation you won’t want to miss.

The post How Walmart is Redefining the Future of Gig Driver Experience with Proactive Innovation and Empathy appeared first on Execs In The Know.

As organizations continue their race toward digital transformation, our latest research report, the 2025 CX Leaders Trends & Insights: Corporate Edition in partnership with TELUS Digital, dives into the numbers, challenges, and opportunities shaping the future of CX.

Below, we spotlight five critical areas that should be on every CX leader’s radar.

1. AI Adoption: Accelerating but Not Replacing Human Support

It’s official: AI is no longer a futuristic concept. It’s here, embedded in nearly every CX operation. Ninety percent of brands have either already deployed AI or plan to do so soon, up from 61 percent just two years ago. But here’s the catch: More than half of CX leaders say their customers’ inquiries remain too complex for self-service.

So, what does this mean for your AI strategy? Are you automating wisely, or are your customers getting stuck in frustrating loops? The data suggests that success isn’t just about AI. It’s about blending automation with human-led, empathetic support.

2. The Legacy Systems Dilemma: A Barrier to Seamless CX

We hear it in boardrooms, in strategy meetings, and now in the data: Legacy systems are still the number-one obstacle preventing CX teams from delivering better experiences. Forty-two percent named Legacy Systems/Processes/Tools as the single biggest challenge facing CX operations.

Are you still working around old tools, or is it time to make the case for a long-overdue system upgrade? If your competitors are investing in unified, AI-driven platforms, can you afford not to?

3. The Omnichannel Imperative: Consistency Across Touchpoints

Customers don’t see “channels.” They see one brand. And yet, 74 percent of CX leaders expect to invest in new technology this year to improve cross-channel consistency.

This signals a major shift: While brands once focused on offering more channels, they’re now prioritizing seamless movement across them, reducing the frustration of repeating information or getting lost between automated and human-assisted support.

Ask yourself: When customers switch from chat to phone, do they have to start from scratch? Do your data and systems make those transitions feel natural or like a frustrating game of hot potato?

4. CX KPIs Are on the Rise, but Can You Prove ROI?

Encouragingly, 68 percent of brands report improving their CX KPIs over the past 12 months, the highest percentage recorded since 2021. But with CX increasingly under executive scrutiny, it’s no longer enough to say your metrics are better; leaders must prove how those improvements drive revenue, retention, and loyalty.

Does your team have a clear ROI story? Or are you still measuring success in a way that resonates with CX teams but not the C-suite?

5. Culture & CX: The Missing Link?

Perhaps the most promising finding: Fifty-eight percent of CX leaders now believe their company culture aligns with a customer-first mindset, the highest level since 2018.

But what about the other 42 percent? If customer experience still feels like a siloed function rather than a company-wide commitment, how do you change that narrative internally?

The Takeaway: Are You Keeping Up?

CX is evolving at a breakneck pace. AI is transforming operations but not replacing the need for human connection. Legacy systems are holding brands back, but those investing in unified technology are gaining an edge. KPIs are improving, but proving CX’s business impact remains critical.

Want the full story? Download the complete research report for deeper insights, data-backed strategies, and expert perspectives from top CX leaders.

→ Get the Report Now

The post The 2025 CX Leaders Trends & Insights: Corporate Edition Report — What Top Brands Are Getting Right (and Where They’re Falling Behind) appeared first on Execs In The Know.

The agent they’re speaking to has an AI-powered assistant working behind the scenes—pulling up order history, analyzing past interactions, and even predicting the best resolution based on similar cases. The agent doesn’t waste time digging through systems or putting the customer on hold. Instead, they’re fully present, listening, empathizing, and solving the problem in seconds.

The result? A happy customer. A confident employee. And a brand that just turned a potential churn into long-term loyalty.

This is the reality of AI in customer experience (CX), not cold automation but technology that makes people better at what they do. The companies that win aren’t replacing human connection; they’re enhancing it. And the CX leaders who understand how to do this strategically? They’re the ones shaping the future.

Lead the Future of AI in CX 

AI is no longer a distant innovation. It’s here, embedded in the customer journey, influencing every touchpoint. But there’s a big gap between using AI and using AI well.

That’s where the Foundations in AI for CX Certification Program comes in. Held April 23-25, 2025, in Minneapolis, MN, this immersive 2.5-day program in partnership with COPC is designed for CX professionals who want to confidently integrate AI into their strategies without losing sight of the human experience.

Why Get AI-Certified?

Because knowing how to use AI isn’t enough anymore. The real advantage is knowing how to align AI with business goals, customer needs, and ethical considerations, turning technology into a tool for real business impact.

Here’s what sets this certification program apart:

• Use AI to create experiences that feel personal, not robotic. Learn how to leverage AI without losing the human touch.
• Shorten the gap between ideas and execution. AI can accelerate problem-solving, but only if you structure data and processes the right way.
• Gain credentials that set you apart as a CX innovator. AI is transforming industries, and certified professionals are the ones leading the charge.
• Understand how to align technology with business goals. AI isn’t just a CX tool; it’s a business driver. Learn how to turn insights into ROI.
• Navigate the ethical considerations of AI-driven interactions. Customers demand transparency and trust. You’ll learn how to design AI experiences that deliver both.
• Make smarter decisions about AI tools and vendor partnerships. AI investments are growing: know how to choose the right solutions for long-term success.

Be the Leader Who Knows What’s Next

The future of CX isn’t just about automation; it’s about augmentation. It’s about AI making people better, not replacing them. The companies that get this right will create the kind of seamless, effortless, and deeply human experiences that set them apart. And the leaders who guide this transformation? They’ll be the ones shaping what’s next.

Are you ready to be one of them? Enroll today and join the growing community of CX leaders who are driving transformation through AI.

The post AI + People = the Future of CX. Get Certified to Master Both. 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!

The post KeyBank and the Power of Empathy-Driven Action in CX appeared first on Execs In The Know.

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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The good news is that advancements in automation and artificial intelligence (AI) are enabling contact centers to redefine the customer experience. Businesses that integrate technology thoughtfully—not as a replacement for human agents, but as a tool to enhance efficiency and reduce stress—will be best positioned to deliver the fast, personalized service customers demand.

Customers Expect More, Faster

Today’s savvy consumers expect immediate, high-quality interactions, whether they’re calling to resolve a billing issue, requesting product support, or inquiring about a return. A PwC study found that 73 percent of customers view customer experience as a key factor in their purchasing decisions, sometimes prioritizing it over price or product quality. A slow, frustrating service interaction can drive them to a competitor.

This means businesses need to eliminate friction points in the customer journey. Self-service options need to be intuitive and capable of handling common inquiries, while live agents must be equipped with real-time data and AI-driven insights to quickly address customer concerns. Businesses that fail to adapt risk losing their precious brand reputation and, ultimately, their customers.

Automation and AI Play an Important Role

Automation already plays a big role in contact centers’ ability to satisfy demand, and AI will also soon play a significant role. When implemented strategically, AI should help streamline operations, remove inefficiencies, and allow agents to focus on complex, high-value customer interactions.

Many contact centers struggle with repetitive, manual tasks that slow down service and contribute to agent frustration. AI-powered automation alleviates these challenges by handling routine processes such as post-call summaries, customer authentication, and knowledge retrieval. Instead of spending valuable time searching for information or documenting interactions, agents can shift their focus to problem-solving and customer engagement.

AI is also transforming workforce management. Automated scheduling and workflows ensure that agents are deployed efficiently, balancing workloads and minimizing burnout. When contact centers leverage technology to optimize scheduling and task distribution, agents experience less stress, leading to better job satisfaction and higher-quality service delivery.

Agent Experience is Also Critical

While much of the conversation around CX focuses on technology, it’s important to remember that the agent experience plays a big role in driving customer experience. Agents who feel unsupported, overworked, or burned out are far less likely to deliver the level of service that customers demand. Also, many contact centers continue to face high turnover rates driven by stress and a lack of development opportunities.

Businesses that prioritize the well-being and engagement of their agents see a direct impact on customer satisfaction. Real-time automation can help mitigate burnout by facilitating training, coaching, performance feedback, and stress monitoring. It can drive more timely break scheduling to ensure that agents receive necessary downtime without disrupting service levels. Investing in continuous training and professional growth opportunities not only enhances agent skill sets but also fosters loyalty and long-term engagement.

Recognition and reward programs can also play a crucial role in maintaining morale. When agents feel valued for their contributions, they’re more likely to stay engaged, take pride in their work, and create positive, empathetic interactions with customers.

Balancing Technology and Humanity

Despite technology’s ability to enhance efficiency, human empathy remains irreplaceable in customer service. Customers want their problems to be solved quickly, but they also want to feel heard and understood. The most successful contact centers blend automation with a people-first approach, ensuring that while technology eliminates inefficiencies, agents remain empowered to deliver personalized service to customers. This balance is what sets leading organizations apart.

Automation and AI provide speed and accuracy, but it’s the human connection that fosters long-term loyalty. Companies that recognize this and invest in both AI-powered efficiency and human-driven service will define the future of customer experience.

Contact centers are no longer just service departments; they are brand ambassadors and competitive differentiators. Organizations that embrace technology to streamline operations while simultaneously prioritizing the agent experience will set new standards for excellence in CX.

By strategically leveraging real-time automation and AI, businesses can ensure that they meet today’s customer expectations while creating a resilient, high-performing workforce. The key to success lies in using technology not as a substitute for human service but as a tool to empower agents and elevate the entire customer experience.

Blog post contributed by Intradiem.

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