What is included
The counsel
Direct access via private channel. Monthly or quarterly working sessions with the executive team. Board-room briefs when relevant. The senior judgment behind every conversation.
Board CX advisory
I help CEOs, CCOs, and boards turn customer experience from a cost centre into a revenue function, before a transaction, a slowing market, or the next board meeting forces the question.
In most companies past a certain scale, the customer experience function is structurally underfunded relative to what it is asked to defend. The service organisation is hired to protect retention. The product or commercial side is hired to protect growth. Customer experience sits in between and owns the part the company most needs and least understands.
The result is predictable. Retention starts drifting before it shows up in the numbers the board sees. Customers leave for reasons the company recorded months earlier and never acted on. Operators inside the function know exactly where the breakage is and rarely have the authority to fix it.
The companies that get this right do not solve it by hiring more support headcount or standing up another satisfaction dashboard. They solve it by treating customer experience as a P&L function, and giving it the governance, the metrics, and the executive sponsorship a P&L function requires.
That is the conversation I am hired to have. Sometimes with the CEO. More often with the CCO, the CFO, or the board. The deliverable is judgment, not workshops.
Senior advisory only. Quarterly or monthly cadence depending on the question. Engagements typically run six to twelve months. Some last longer when the relationship calls for it.
The work is structured around the board cycle, not around milestones. Most clients are preparing for a transaction or a board review, entering a new market or customer tier, defending retention against a slowing market, or stress-testing the customer experience function before scale exposes its gaps.
I take four to eight active engagements at any time. The cap is by design. Advisory at this level is structured around one person's judgment, not a team's hours.
Direct access via private channel. Monthly or quarterly working sessions with the executive team. Board-room briefs when relevant. The senior judgment behind every conversation.
No delivery work, headcount-based service hours, frameworks-as-a-product, or anything billed by the hour. When the work calls for execution, that runs separately through Customera, the productized CX execution firm I founded.
No proposal yet, no scope yet. Just a first call. After we speak, you will receive a written note of how an engagement moves, and we decide together whether the work belongs in your room.
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