Transformative CX in Action
Welcome to my work portfolio, where I present a high-level view of how I've approached various CX challenges. Each project overview includes a link to detailed, easily readable slides for those who want to dive deeper.
Feel free to scroll through the projects below at your own pace. If you're interested in a specific industry, simply click on the corresponding logo. Alternatively, use the navigation menu at the top to explore different CX areas of interest. Enjoy your exploration!
- Customer centric strategy
- Leadership buy-in
- Voice of customer (VoC)
- Solution implementation
- Customer services improvement
- Customer centric transformation
- CX Reporting
- Healthcare digitisation (strategy)
- Influencing
- Personalised CX
- Omnichannel CX
- Customer interviews
- Healthcare digitisation (tactical)
- Service design and blueprinting
- Influencing
- Omnichannel CX
- Customer data centralisation
- Insight generation
- CX Roadmap
Design a high level CX roadmap
Role: Senior CX Consultant
Context: ‘Secret’ project during a time of restructure - commissioned by the Digital and CX GM.
No budget is available and no business engagement - Isolated work
Industry: Not Specified – This process is industry-agnostic, ensuring the confidentiality of specific details while highlighting that the CX roadmap approach is applicable across all industries.
CX themes: CX maturity audit | CX Roadmap | Leadership buy-in | Customer-centric culture
OBJECTIVE
Based on current knowledge acquired over other projects, create a high level CX strategy to help the GM Digital and CX to set CX direction.
SYNOPSIS
R
1
2
3
4
Task
Outputs
1
Best practice desktop research to write guidelines on how to build the ultimate CX roadmap
- Identification of CX pillars
- A guide to educate on CX and its value
2
x10
Audit the current state of each CX pillar and define a high level future state (for each pillar) in line with business and divisional strategies.
- Individual pillar report (x10) including a high level plan of what needs to change to improve each pillar
- Overall level score of the organisational CX maturity and what next level looks like
3
4
Understand the cause and effect of each pillar and prioritise them in a logical sequential manner
Map existing and new actions for each pillar, allocate timeline, roles and responsibilities and share the objectives and plan with the business.
- A high level strategic roadmap to reach the CX next maturity level
- Detailed action plan to reach the next maturity level
R
RESULT
A CX roadmap as a transitional strategy to address current state issues and establish strong foundations for the future CX strategy
Without leadership buy-in, CX will never be able to receive the executive sponsorship and investment required to succeed.
Plan to reach next stage
In 12-month reassess CX maturity level
If next stage achieved in 12-18 months: CX Strategy focused on customer feedback
CX DESIGNCYCLE
GM digital and CX:
‘Outstanding work especially considering the isolated work environment. This is the plan for my successor and it will make me look good!’
Influencing to place the customer at the centre of a Ministerial submission
Role: CX Lead
Context: The Australian Digital Health Agency was seeking funding to better connect Australia’s healthcare system through the modernisation of the national digital health infrastructure
Industry: Public service | Healthcare | Digital Healthcare | National Infrastructure
CX themes:
Influencing | Strategy | Leadership buy-in | Customer centricity | Journey Mapping | Customer ecosystem | Customer segmentation | Personas |
OBJECTIVE
Map the journeys of patients navigating the healthcare system today, illustrating their pain points and illustrating what a future experience could look like with a modernised infrastructure. This work aims to support the ministerial request to fund the modernisation of the national infrastructure enabling a more connected healthcare system.
SYNOPSIS
Desktop research and engagement with internal subject matter experts
Population segmentation and evidence-based persona creation
1
2
Deep dive into understanding the health challenges and needs of each segment
3
Creation of Persona: Customer + circle of care team in current and future states
Map the experience the current system will be delivering within 3 years (agreed investment)
4
In 3 years
5
Map the future experience where Australians are empowered through digital (new investment required)
Future
State
6
Task complete early and CX pack attached as Appendix. BUT I pushed to shift from a technical to customer centric approach
Modernised infrastructure
WHY IS THIS NEEDED?
7
Value delivery to the entire heathcare ecosystem solely relies on a modernisation of the infrastructure
8
RESULT
From a technical product request to a strategic customer centric submission, I influence at the highest strategic level to place the customer at the centre
CX ENGAGEMENT REQUEST
Provide customer journeys
CX STRATEGIC OUTPUT
I brought the customer at the centre of the funding request.
The Customer centric I proposed became a central piece of the Ministerial documentation
- Chief Digital Officer loved the approach presented to the Minister: The $18m funding for a request was approved to go to market for an national API gateway
- This pack became a central part of the Go-to-Market documentation too so Tech enablers could clearly understand what the solution had to deliver.
- Added bonus was the promotion of Human Centred Design (HCD) and design techniques within a very technical internal audience
- In a substantial cultural shift, that team of ‘technicians’ consulted me again to support the engagement piece on another project.
Strategic experience design: Revolutionising the Australian primary healthcare experience
Role: CX Lead
Context: Digital Health Agency approached to provide input to Department of Health strategies
Industry: Public service | Healthcare | Digital Healthcare | Primary Healthcare
CX themes:
Design Strategy | Service Design | Research | Customer ecosystem | Customer segmentation | Personas | Use cases | Journey mapping | Synthesis
OBJECTIVE
How might we use digital to improve the journey of customers navigating the primary healthcare system and benefit from better health outcomes?
SYNOPSIS
Project initiation
Build the project team (extended) + governance
Project delivery plan (iterative process)
Phase 1: Discover current state and define problems to solve
Leading research teams to gather insights relevant for the project
Define the primary healthcare ecosystem
(ie. various customers impacting or impacting)
RESEARCH
Desktop research
Primary research (Quant and Qual)
What we have / what we know
What we miss / want to discover
1
2
Segment population groups emerging from research
3
Define each segment specifically (ie. pain points, needs, desires, channels)
4
Create consumer scenario for each segments that are evidence based
5
Map detailed current state E2E journeys including pain points across channels
6
Phase 2: Develop future opportunity space and use cases
Review phase 1 evidence
Explore opportunity space: for each pain point, ideate solution(s) aligned with research
Synthesise the opportunities: categorise all ideas into themes
1
2
3
Develop use cases illustrating the value that the theme would deliver to key segments
4
5
Synthesised key concepts into a strategic framework that guides the development of all future products and services.
RESULT
4 strategic pillars to re-imagined Australia‘s primary healthcare
- Australian Primary Healthcare 10-year plan 2022-2032
- Australia’s National Digital Health Strategy
Identify digitisation opportunities to improve service efficiency
Role: Project Lead including Service Design
Context: Digital Health Agency approached for consultative approach to Cancer Australia digitisation aspiration
Industry: Healthcare | Digital Healthcare | Cancer
CX themes: Digital Transformation | Human-Centred Design | Influencing | Customer ecosystem | Service
Blueprinting | Prototyping |
OBJECTIVE
Run a short 6-week sprint to explore how the current paper form shared-care plan for cancer survivors could be digitised. Use Human-Centred Design approach to showcase its benefits.
SYNOPSIS
Approach, sprint delivery and customer engagement plan, project team and roles
1
Digitisation ideas through co-design sessions
4
Definition of customer ecosystem and identification of research participants. Interview guideline and session design
2
Digital pathway options and considerations
5
Current state mapping and identification of pain points through individual and group interviews
3
Prototype design, testing and evaluation
6
(handed over to UX)
RESULT
I recommended that Cancer Australia seeks financial and resource investment to solve the redefinition of the problem statement using Human Centred Design
- No off-the-shelf products exist
- Problem is bigger than just digitising a form.
- The initiative is not about how the shared-care paper plan can be digitised but how the entire shared-care model can be redesigned to meet the needs of customers, healthcare professionals and appeal to tech enablers
- A HCD co-design approach is likely to ensure the best outcome that will be adopted by patients, specialists and primary healthcare professionals
General problem
Develop
Deliver
Discover
Define
Specific solutions
Specific problem def.
HCD
Design
Test
Refine
HCD
HCD
Research
Analysis
Synthesis
HCD
Identifying the right problem
Solving the problem right
- This quick sprint provided the organisation with a crash course in Service Design and the importance of customer engagement.
- The CEO stayed actively involved, eager to hear directly from stakeholders.
- Rather than rushing the digitisation of the shared care form, Cancer Australia leaned towards securing budget for a 12-month HCD research initiative—a double win.
Data-led omnichannel experience improvement
Role: Customer Experience Project Lead
Context: Digital Health Agency approached for consultative approach to Cancer Australia digitisation aspiration
Industry: Automotive | Manufacturing | Distribution Network | Global
CX themes:
Influencing | Data centralisation | Omnichannel | CX dashboard | Cross-functional engagement | Benchmarking
OBJECTIVE
Generate cross-channel insights leading to the identification and prioritisation of customer pain points and propose solutions improving loyalty and advocacy.
SYNOPSIS
Understand the business overarching strategies + project plan
1
Identify Customer data sources through cross functional engagement
Research:
- Individual interviews
- Group sessions
- Collaborative sessions
- C-level to call centre consultants
- Dealerships visits
- External SMEs
2
Chief Operating Officer
Senior Leadership Team
Corporate Services
Marketing
(CRM / VOC /website / social listening)
Sales
(Dealers)
Aftersales
(Customer Service)
Product
(Direct to customer)
IT +
Business Optimisation
Outside [Brand] Australia
Creative and media agencies / Australian Automotive Association / [Brand] Finance
[Brand] and Automotive SMEs locally and globally
2
3
Centralise customer data sources and touchpoints (Data dictionary)
Eleven (11) Customer data sources
CX - Direct customer feedback
CX Proxies - Customer behavioural data
Industry surveys
(4 surveys)
VoC surveys
(4 surveys)
Call centre
Third party reviews
Customer surveys and reviews
CRM
Website
Adv
Owned social media
Hyundai
Owners
App
Dealer data
How customers interact with digital and in-person channels
Data silloed across 4 divisions
5 journey stages
(high level)
17 channels
136 unique TP
554 measures
Unique ID
Design of smart dashboards combining cross-channel data
4
Use QUANT data to ID where to look and drill down into the QUAL data to find answers
Data analysis
Qualitative data
vehicle delivery condition
Explain vehicle set up
Honour commitment
Vehicle handover
Kept informed
Intro to service department
Follow up after delivery
First free service booking
Prioritisation of delivery related responses
“They could not deliver the car even after committing the delivery date.”
“My local dealer stuffed me around, failed to deliver my order and then tried to charge me an extra $1100 when the vehicle was delivered at an unspecified time (it hadn`t even started being built 7 months after order and likely would have taken well over a year for delivery) so I told them to get stuffed”.
“My dealer lied about delivery time and 2 occasions. Then called me after work hours and when I said I was busy and couldn`t speak in depth, they proceeded to be pushing and not listen”.
5
6
Work with the business to test, measure and scale solutions
Competitor:
“Great service and delivery of my new car to my door”
“Very positive and followed through on delivery and price”
RESULT
In a sales-first environment, I created a centralised platform for customer data and championed the move towards cross-functional customer conversations.
I also proposed an Executive Hero view
2
3
1
1
ACTION> Business wants to focus on Loyalty and Advocacy but insufficient TPs currently measured, Establish, implement, measure new touchpoints in this journey stage.
For the first time, the business was able to:
- Access customer data in a single, centralised location, enhancing customer-centricity across the entire organisation.
- Track data chronologically along the customer journey, enabling the identification of touchpoints where customers exit the funnel or where loyalty and advocacy are impacted (Marketing).
- Visualise dealership performance (sales vs. CSAT) on a map, facilitating the development of best practices with top performers (Sales and Aftersales).
- Identify where and why a key competitor outperforms the business, providing insights for strategic improvements
2
ACTION> Implement micro surveys at website exit to tackle underperforming website TPs + implement Customer Effort score as a a new CX KPI.
3
ACTION> Explore innovative ways to create and measure new data TP at times that matter to the customers.
Exciting News for CX: GenAI is set to revolutionise CX by combining cross-channel listening, insight generation, hyper-personalisation, and integrated omnichannel strategies.
CX Optimisation: Identification of new solutions for a more personalised experience
ROBIS: research online purchase in store
Role: Customer Experience Senior Consultant
Context: Engaged as the CX expert by a leading consultancy, I quickly hit the ground running, ready to deliver immediate value from day one.
Industry: FMCG | Retail Liquor | Distribution Network | Customer Service
CX themes:
Personalisation | Omnichannel | Customer interviews | Insight generation | CX optimisation
OBJECTIVE
How might we better identify and understand 'value' customer cohorts to provide them with an experience that meet their particular purchasing methods and behaviours
SYNOPSIS
RESEARCH: CUSTOMER INTERVIEWS: UNDERSTANDING ONLINE and IN STORE BEHAVIOURS
Preparation of the discussion guide, participants selection (Askable) and online interviews (Zoom)
1
SYNTHESIS: LEARNINGS FOR EACH BRAND AND ARCHETYPES
Detailed findings of 12 x 30min interviews and synthesis to an executive summary
2
HIGH LEVEL JOURNEY: UNDERSTANDING WHY and HOW CUSTOMERS TRANSITION ONLINE TO IN STORE
Definition of customer journeys: pre-store/in-store and post-store stages and steps
3
RETAIL INNOVATION / TREND
Best practice examples (identified through desktop research) applied to business context
IDEATION WORKSHOPS
Co-design sessions to identify pain points and opportunities with business subject matter experts
CATEGORISATION INTO KEY THEMES
Identification of pain point and opportunity themes mapped to each archetypes journey
4
5
6
OPTIONS TO CREATE A PERSONALISED EXPERIENCE FOR EACH ARCHETYPE
Hypothesis and metrics
7
RESULTS
Identification of ideas for a more personalised experience resulting in loyalty and advocacy
- 7 pain point themes
- Exploration and comparison
- Product information
- Product trial
- Product availability
- Product display
- Wayfinding and product location
- Review and remember
- 6 opportunity themes
- Trusted advice
- Differentiated service
- Personalised experience
- Recommendations and offers
- Product storytelling & care
- Digitally enhanced in-store experience
>>> 9 specific idea to test, measure and scale
How: Implement in a few locations, measure before and after results, translate into KPIs meaningful to the business to show the ROI , refine products and services then scale
- Invite only online community
- Timely and personalised in store support
- Check-out at point of consultation (VIP status)
- Improve the browsing experience (filters)
- Send a message on arrival to share available offers
- Help people find the product they are looking for in the store
- Communicating to customers when their preferred products are running low at their regular shopping time
- Subscription service for regular transaction (eg. weekly beer purchase)
- Remove check out and automate payment solution
Optimising customer services: planning and delivery
Role: Business Manager + Customer Strategy and Insights
Context: Government focusing on placing the customer at the centre. 128 stations, 23 frontline team leaders, 1200 frontline employees, 40 corporate leaders. Pivotal role between strategy, delivery and operations.
Industry: State government | Public sector | Transport | Trains
CX themes:
Customer service delivery | Voice of Customer program | Service design | Operations | Customer satisfaction (CSAT) | CX KPIs | Reporting | Customer centric transformation
OBJECTIVE
Integrate customer feedback into the core of decision-making to enhance customer satisfaction by delivering more efficient and safer services.
Business Manager - A pivotal role
Working at strategic, delivery and operational levels to advocate for customers
External
Stakeholders
CUSTOMERS (various segments) + Community groups
Senior Leadership Team
X6
Mid-Management
x 40 managers
Me
Strategy & planning
Com
HR
IT
FIN
Outcome:
Improved customer service and customer experience across all touchpoints
Delivery
Operations
128 Stations / 1200 staff
Customer facing employees
(stations and phones)
Me
Programs and
service delivery
Corporate services
Optimising customer services through Voice of the Customer (VoC) insights
1
Research what drives customer satisfaction
Understand business context and overarching strategies
2
3
4
Implement Monitoring activities
Implement measurement (KPIs) and targets
Plan and deliver initiatives that drive customer satisfaction
RESP
Improve Customer satisfaction (CSAT)
Information
Customer Service
Cleanliness
On time running
Safety
Customer Service Directorate
Mixed resp.
- Information accuracy
- Information timeliness
- Information clarity
- Presentation skills
- Easy to find
- Willingness to help
- Use of supporting Apps
- Cleanliness audit and mystery shoppers rating
Delays
Incidents (Actuals)
Voice of Custiomer program including:
- Audits
- Mystery shoppers
- Customer surveys on platforms (75,000)
Signage during planned disruption
a
Customer service principles co-design and rollout
b
- Centralising Admin and procurement functions
- Small capital work order
c
Manage health emergency at the station (vs. on train)
d
School excursions process
e
Blending Service Design, Project and Change Management for end-to-end delivery
I have a diverse set of tools to collaborate ensuring that every initiative places customers at the centre of the solution development process
Certifications:
CX pillars > journey maps and service blueprinting
CX
EX
People
Process
Technology
Illustration only
3. Maintain outcomes
(monitor and reward)
1
3
ADKAR model
2
2. Manage change
(delivery)
- Prepare approach
(change strategy)
Initiation
Planning
Execution
Monitoring
Closing
Translating VoC insights into initiatives improving the customer satisafction
a
b
c
c
d
e
Revamping disruption signage for clarity and efficiency
- Objective: Enhance the clarity and effectiveness of planned disruption signage to provide customers with relevant, location-specific information.
- Outcome: Created a streamlined process for ordering and reordering signs, reducing procurement costs by 60%. Signage became more intuitive, helping customers make informed decisions quickly.
Co-designing and implementing Customer Service principles
- Objective: Develop consistent customer service principles and training to enhance service delivery and staff engagement across stations.
- Outcome: Co-created customer service principles with staff and rolled out customised training, and introduced a reward program. This resulted in consistent service, higher staff engagement, and improved customer satisfaction.
Streamlining requests for small capital work at stations
- Objective: Centralise and streamline small capital work requests to eliminate duplication, control costs, and ensure effective solutions.
- Outcome: Implemented a SharePoint tool to centralise requests, reducing duplication and costs. This process improved transparency, accountability, and led to more strategic, sustainable solutions for station operations.
Centralising Admin and Supply Functions
- Objective: Empower station employees to focus on customer service by centralising administrative and procurement tasks.
- Outcome: Station employees were freed from non-customer-facing tasks, allowing them to dedicate more time to assisting customers, improving overall service quality.
Optimising operations (at station) to prevent train delays
- Objective: Minimise train delays related to sick customer on trains by developing a safe off-boarding process.
- Outcome: Implemented a new process allowing customers to be treated at the station without delaying the train. Additionally, introduced a SOP to supply stations with water during heat waves, reducing health-related delays.
Streamlining school excursions
- Objective: Create a seamless process for managing school excursions, ensuring safety and efficiency.
- Outcome: Developed a coordinated approach for school leaders and station staff, enabling the safe and timely movement of large groups.
a
c
e
RESULTS
My efforts contributed to Customer satisfaction improving from 86% to 91% in two years
I was promoted to a senior role in Customer Strategy and Reporting during a critical restructuring period and reporting centralisation where I:
- Developed balanced scorecards, making customer satisfaction a core responsibility across all levels, with KPIs aligned to individual daily responsibilities (both corporate and frontline as I believe that CSAT is the responsibility of all employees).
- Created a ‘self-service’ reporting portal, praised as the ‘future reporting solution’ by the Executive Director of Corporate Strategy and Reporting.
- I earned a recommendation from the Senior Manager, Business Services, Office of the Chief Executive, who stated:
During an expansion of the coverage of enterprise balanced scorecards, Virginie and her team set the standard for excellence: every deliverable was on time, as required, and well documented. And she goes beyond compliance, proactively suggesting improvements to the process.
VoC Dashboard Mobile Access
Enabled frontline staff and managers to monitor CSAT results in real-time, empowering immediate action on customer feedback.
Monthly Balanced Scorecards
Developed scorecards that align individual responsibilities with cascading Exec KPIs, ensuring accountability at every level, from corporate to frontline.
Interactive CX Dashboard
Created a comprehensive dashboard integrating multiple data sources, supporting executive reporting and quarterly presentations to the senior leadership team.