[ Problem Statement ]

The firm delivered world-class CX work for clients but had no system for measuring its own. Multi-million-dollar engagements ended with no structured reflection, no feedback loop, and no way to understand how we were actually performing. Building that system meant more than crafting surveys or dashboards. It meant asking the most politically powerful people in the company to invite critique, navigating deep ego dynamics, and pushing an experience-driven mindset upstream through an organization of more than 800,000 employees.

[ Outcome ]

Helped design the firm’s first enterprise feedback loop by creating a client experience program that gathered structured insights across high-value accounts, aligned two competing internal teams, and delivered a system leaders could trust — even in a political environment where critique was hard to welcome.

[ Year ]

[ Type ]

Business Design

[ Tags]

Experience Strategy, CX Research, Organizational Design, Change Management, Stakeholder Alignment