The call center industry is at a crossroads today, with tech seemingly overshadowing the people factor. Customer experience (CX) leaders and organizations are confronted with finding the right balance between a people-focused culture vs. tech overreach. While technology continues to drive impressive transformation across the CX landscape, there’s a growing risk: in our rush to innovate, we’re losing sight of what built this industry—people.

Today, the call center and business process outsourcing (BPO) industry is a $300 billion marketplace, projected to reach $500 billion by 2030, according to Grandview Research. The broader adoption of outsourcing, combined with innovative technology, has fueled the explosive growth of BPO within the customer experience ecosystem. The CX community has smartly embraced innovations that drive customer excellence. But lately, it seems tech is overshadowing the fundamentals of “call center 101.”

Let’s dive into this a bit deeper.

Tech Can’t Solve Everything

Since call centers were founded, we have been, we are, and we will always be a people-centric industry. Technology enables us to be more efficient and analytical. However, overreliance on tech is causing a “disturbance in the force.” In my interactions with leaders across our industry, there is a consensus that we are overwhelmed by technology, tech talk, and tech everything, so much so that we may be losing touch with the basics of daily blocking and tackling, most importantly, the people factor.

I am not an AI hater, an AI denier, or anti-tech. Like many of you, I welcome tech innovations, as they can enhance customer experience, agent performance, and much more. Much like the early days of the internet, AI is omnipresent and permanent. My concern isn’t about AI replacing humans in call centers. I’m more concerned that tech hysteria may distract organizations from the fundamentals required to effectuate CX in call center operations.

At the core, tech can’t run an effective agent focus group. Tech can’t create the right culture in your organization. Tech can’t coach/counsel a call center agent who needs mentoring and direction. Nor can tech teach leadership skills and groom today’s agents to become tomorrow’s management rockstars. Tech can’t solve every staffing or workforce management problem, a client solutions crisis, or any other issue that requires critical thinking, intuition, experience, and instinct. Tech is a tool to enhance, not replace, human connection.

The Lost Art of Communication

As our industry’s reliance on technology continues, are today’s call centers becoming a reflection of society? We complain that technology is slowly diminishing the art of human connection and communication. That our kids are raised in a culture where interpersonal skills are secondary to tech-talk nomenclature and social media idioms that dominate our language today.

Are we so over-focused on technology that we’re losing the art of communication with our agents, leaders, and peers? I hear complaints about this from every corner of our industry. We banter and joke among ourselves that “we don’t talk anymore.” However, this issue seems to be more real now. Organizations are hyper-focused on becoming tech leaders and latching onto the latest AI because they’re afraid of losing market share. This is understandable, but you must extend the same passion to your people, who are still the heart and soul of your operation.

Are we effectively communicating with people in our organizations? Are we fostering open dialogue and measuring sentiment? Are we taking feedback to drive organizational success and cultural synergy? Or are we hyper-focused on AI, automation, and other technologies as our foremost priority over people?

The future is uncertain, but you can manage the controllables today. Losing touch with your people will put you at a greater disadvantage than losing the technology race vs. your competitors.

And no tech solution can fix a broken culture.

Leading With Tech – Forgetting the Basics

This new wave of tech hysteria seems existential for many organizations, which fear they will become surplus to requirements due to AI. Maybe, or maybe not. We don’t know the answer, and it is too early to tell. Again, let’s put this issue on the back burner for now and wait and see how things shape up in the CX industry in the years to come.

My chief concern is that too many BPOs are trying to become technology companies like “Microsoft” and “Google,” leading with tech solutions first rather than talking about how they will deliver on quality, culture, reduce attrition, manage performance, manage a crisis, etc. As I mentioned earlier, the basics of “call center 101.”

An abundance of CX leaders have expressed their displeasure with BPOs that overlook the client’s stated needs and overload sales pitches with technical solutions and jargon. Many BPOs present themselves as focused on call center 101, then bait and switch clients into tech sales pitches. Again, I’m not a tech hater. However, the fact is that not every CX leader or brand is interested in purchasing your tech stack or prioritizing AI over people. Tech is among the many priorities that CX leaders are dealing with, not always “the” priority.

Numerous brands and CX leaders seek BPOs that focus on the essence of effective call center management, driven by, supported by, and augmented by effective technology—not the other way around.

Tech vs. Culture Growth

How many AI sales pitches do you receive daily? At some CX conferences, sessions are overwhelmingly focused on technology-related solutions. What happened to peer-to-peer knowledge sharing on other fundamental aspects of effective CX? Like how to conduct effective agent and leadership training. Or how to create a partnership with your BPO, or manage client expectations successfully, or create the right culture.

I enjoy listening to leaders share their journey—this is inspiring. I remember when BPOs and clients alike would invite motivational speakers to give “TED”-like talks to rally and motivate their teams. Are we still doing this? Many of today’s CX leaders, like yours truly, were coached and mentored by our predecessors. They taught us how call centers function at a molecular level and how to lead effectively. We learned to appreciate the essentials of people management, processes, and, of course, technology.

The best BPOs prioritize culture and employee sentiment above all else. They understand that successful CX relies on productive agents, experienced leadership, and innovative tech solutions. The best tech stack in the world cannot create an inspiring culture that motivates people, retains employees, and produces exceptional results. And the best tech stack can never replace effective frontline leadership who are trained, skilled, and ready to take on the most complex CX challenges.

What Do Your Fellow CX Leaders Think?

We asked a few of our fellow CX leaders to share their thoughts, and here is some fascinating insight:

“AI right now is great at handling most routine tasks, basic questions, simple transactions, and standard requests. But that means human agents are now dealing with the more complex, emotionally charged, or high-stakes interactions. So, while AI boosts efficiency, it also raises the bar for people on the front lines. That is why it is more important than ever to invest in agent training and development—because human skills like empathy, problem-solving, and adaptability are becoming even more valuable. Even as AI technology improves, this dynamic will continue and likely become even more pronounced. “

John Parente | Director, Contact Center Operations, Stanley Steemer

“In the rush to implement AI technology in contact centers, it’s vital not to lose sight of what truly sets exceptional service apart: the human element. While automation can enhance efficiency, it is emotional intelligence, genuine human interaction, and the thoughtful development of skilled agents that build lasting relationships, foster client trust, and establish BPOs as indispensable business partners. True innovation lies in blending smart technology with the irreplaceable power of human empathy and connection.”

April A. Sealy | Executive Vice President, Elevate

“I look at AI as a set of tools that improves both customer and employee satisfaction by driving excellence in execution. AI is a piece of the picture, not a replacement for what agents do well. We need to help our agents gain proficiency faster while providing training experiences that cement great CX practices. Through high levels of achievement, agents gain more job satisfaction, and end customers are better supported, driving higher-end results. AI is a piece of the picture, not a replacement for what is done in great ways by agents.”

Mike Nessler | Executive Chairman, Support Services Group (SSG)

“BPOs must remain focused on what built their business– investing in their people, coaching them, and building a strong culture to best support their teams and clients.  In the rush to differentiate themselves through expanded services (software, analytics, AI-driven agent assist, etc.), BPOs cannot afford to take their eye off the ball.  Having a high level of engagement with their teams allows them to provide the best possible service.”

Pablo Pareja | Director of Call Center Vendor Management, Cox Communications

Summary

In the immortal words of Depeche Mode and their 1984 song “People are People”—truer words were never spoken. This sentiment should be the theme song for BPOs and the CX ecosystem because, no matter what technological innovations emerge, people drive technology, and people are required to perform the fundamentals for call centers to succeed.

I can’t tell you how many outsourcing contracts BPOs lose because they no longer do the basics right. Many are leapfrogging into tech so quickly that they’re forgetting the foundational requirements to win and retain their clients in this highly competitive industry, which is poised for exciting growth.

The future of CX belongs to those who can harness the best of both worlds—cutting-edge technology and deeply human leadership. Let’s not trade one for the other but elevate both together. Technology will continue to evolve, but our true competitive advantage will always stem from how well we support, lead, and invest in people. Let’s never forget culture isn’t created by code—it’s built through connection.

The Execs In The Know Expert Network

Want to connect with Nick 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 Nick

Nick’s professional journey started humbly in 1986 as a call center agent in the very early days of the industry. What started as a “call center job” ignited his passion for people and led to a lifelong career in CX and outsourcing. Nick helped pioneer the business process outsourcing (BPO) industry as we know it today, initially in operations and ultimately as an executive leader.

Nick’s thought leadership and vision led to the creation of CustomerServ, which is a natural progression of his devotion to world-class customer service. Founded in 2006, CustomerServ is the BPO industry’s authentic outsourcing ecosystem, crystallizing the rapidly changing landscape, to help corporate brands outsource smarter with the right BPO partners.

Nick is a thought leader, author, BPO market expert, relationship builder, mentor, impact sourcing leader, and advocate for responsible business practices. His vision has led to over 100,000 new call center jobs worldwide and nearly $3.5 billion in successful outsourcing contracts.

Nick was born in Tanzania, emigrated to the USA in 1974, and his first language was Swahili. Nick is a graduate of City University of New York with a bachelor’s in business administration and a minor in art history. He’s a WWII buff, a vintage collector, a soccer fanatic, and an 80s music nut. Nick resides in Houston, TX, and he channels his passion for life into his family, community, and advocacy.

The post The Call Center – Still a People Business 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.

New vetted directory connects top customer experience professionals to accelerate learning and drive industry innovation. 

PHOENIX, ARIZONA, US – June 26, 2025 – Execs In The Know, a global community of customer experience (CX) leaders, is proud to announce the launch of its Expert Network, a curated group of distinguished CX leaders recognized for their deep expertise and industry leadership. The Expert Network is designed to provide senior CX executives with on-demand access to trusted insights, real-world guidance, and collaborative problem-solving through an exclusive directory within the company’s Know It All (KIA) online community for brand leaders. 

In today’s rapidly evolving CX landscape, leaders face increasingly complex challenges requiring nuanced understanding and strategic foresight. The Expert Network was created to meet this need by connecting members with proven practitioners who not only lead in their specialties but also actively contribute to the collective intelligence of the CX community. 

“Customer experience is an industry built on connection and shared learning,” said Tyler Ainge, Digital Community & Social Media Manager at Execs In The Know. “Our Expert Network formalizes this spirit by bringing together a diverse group of voices who live and breathe CX transformation.” 

How the Expert Network Works 

Each Expert featured in the network is highlighted through a personalized profile showcasing their background, areas of specialization, and professional presence. Members of the KIA community can identify and reach out to the right Expert when faced with complex issues or emerging trends. 

Experts engage thoughtfully and selectively, contributing answers to high-priority questions, offering insights on research and content development, and sharing their perspectives through blog posts and industry publications. This intentional involvement ensures that interactions are relevant, focused, and valuable to senior CX leaders who depend on peer-driven knowledge. 

Expert Network Benefits to the CX Community 

• Access to Leading Expertise: Members gain direct connections to vetted CX authorities spanning a wide range of disciplines and industries. 

• Elevated Thought Leadership: Experts have opportunities to build their personal brand and influence the direction of CX research and dialogue. 

The launch of the Expert Network marks another milestone in Execs In The Know’s commitment to fostering a thriving, collaborative CX ecosystem where leaders learn from leaders. 

How CX Leaders Can Access the Expert Network 

Seasoned CX professionals can gain access to the Expert Network by requesting to join the free, online KIA community. Learn more and request to join the KIA community today.  

Media Contact 

Laurie Tomko
VP, Marketing & Communications
laurie@execsintheknow.com
804-363-1432 

About Execs In The Know 

Execs In The Know brings together customer experience (CX) leaders from across industries in an effort to advance the conversation and set a new agenda for delivering amazing experiences for consumers. As a global community of the brightest minds in CX, Execs In The Know provides opportunities to learn, share, network, and engage to innovate. Operating under the motto, “Leaders Learning from Leaders,” Execs In The Know facilitates many opportunities for community engagement, such as its bi-annual national Customer Response Summit and private, online community, Know It All “KIA.” There are also exclusive, laser-focused engagements like industry briefings and executive roundtables. Execs In The Know also guides and informs the industry with a rich tapestry of CX-related content that includes CX Insight magazine, industry research, webinars, blogs, and much more. 

The post Execs In The Know Launches Expert Network to Empower CX Leaders with Trusted Peer Expertise  appeared first on Execs In The Know.

Imagine a place where seasoned CX leaders, each an expert in their own right, come together, not as competitors, but as collaborators. A place where answers aren’t found in a manual, but in shared experience, hard-won insight, and thoughtful guidance. This is the heartbeat of the Expert Network: a living, breathing ecosystem of knowledge designed to support and inspire the next bold move in customer experience.  

What Is the Expert Network? 

The Execs In The Know Expert Network is a dynamic directory housed within our Know It All (KIA) online community, designed to connect CX leaders with experts who can provide timely, relevant guidance. These Experts serve as trusted advisors who support and guide community members by sharing their knowledge, answering pressing questions, and contributing to meaningful conversations around CX challenges and opportunities.  

How Experts Contribute 

As part of the network, each Expert is featured on the KIA platform with a personalized profile that highlights their background, key areas of expertise, and professional presence. This visibility allows members across the community to identify and connect with the right expert when complex questions arise. 

Experts engage with the community primarily by invitation, ensuring that interactions are purposeful and directly relevant. They may be called upon to address specific queries, provide insight into emerging trends, or help resolve unanswered questions that are critical to the community’s needs. 

Beyond direct Q&A, Experts play an important role behind the scenes. They collaborate with our research and content teams to refine surveys, review reports, and offer expert feedback on articles, whitepapers, and other thought leadership content. This collaborative input helps shape the research agenda and ensures that the resources we provide reflect real-world challenges and innovations.  

Ready to Elevate Your CX Influence? 

If you’re a seasoned CX professional interested in gaining access to our Expert Network, we invite you to learn more and request to join the KIA community.  

Learn more and request to join the KIA community today.  

The post Unlocking the Power of Peer Expertise: Introducing the Execs In The Know Expert Network appeared first on Execs In The Know.