The work, in real numbers.

A growing B2B SaaS company serving operational software to mid-market customers had built a customer service team without ever putting a formal quality program in place. As volume grew, performance variance widened — some agents were consistently strong, some were inconsistent, and leadership could not articulate why. CSAT had plateaued at 4.1 out of 5 for nine consecutive months. Escalation rates were climbing steadily and consuming senior team capacity.

Designed a QA scorecard structured around the team's actual service standards, weighted to reflect what mattered most for B2B SaaS — accuracy, follow-through on technical issues, and consultative tone. Built a calibration process across the supervisor team to ensure the scorecard was applied consistently. Established a coaching framework tied to QA findings, with weekly 1:1 coaching sessions replacing the previous monthly QA reviews. Trained the supervisor on coaching conversation structure.

A direct-to-consumer apparel brand was drowning in returns-related contacts — roughly 40% of total ticket volume traced back to returns, exchanges, or status questions about returns in progress. The customer service team was understaffed for the volume; the operations team was spending significant time on returns processing; and customers were complaining about the experience. Repeat contact rate sat at 28% — meaning more than one in four customers had to contact the team again about an issue that should have been resolved the first time.

Mapped the full returns journey from the customer's perspective and identified the seven friction points that generated the majority of contacts. Redesigned the post-purchase email sequence to surface return information proactively. Built a self-service returns portal with intelligent eligibility logic. Rewrote the return policy page using plain language. Trained the team on a new escalation framework for returns disputes. Implemented better tagging so the team could see returns volume by failure mode.

A subscription wellness business had seen CSAT drift from 87% to 78% over fifteen months. Leadership was uncertain whether the decline was caused by service issues, product changes, pricing changes, or customer mix shifts. The customer service team had grown rapidly during the same period, and the existing reporting did not segment performance in ways that could answer the question.

Designed a Voice of Customer program that combined post-interaction feedback, cohort-based NPS tracking, churn-interview synthesis, and conversation analytics. Surfaced the three patterns driving the CSAT decline — none of which were primarily a customer service issue. Built operational dashboards that segmented service performance by customer cohort and product line. Worked with the cross-functional leadership team to address the upstream drivers while simultaneously rebuilding service consistency in the segments where it had eroded.

A growing B2B professional services firm had scaled 50% year-over-year for two consecutive years without ever building dedicated customer experience leadership. The supervisor running the customer service team was a strong operator promoted internally but had no prior CX strategy background. Leadership knew the operation was under-instrumented but had no senior CX voice in the room to design the path forward — and was not ready to make a full senior hire.

Engaged as fractional CX leadership on a monthly retainer. Mentored the in-house supervisor on strategy, measurement, and team development. Built the operation's first-ever measurement framework — defining what to track, why, and how often. Established CSAT measurement, FCR tracking, and a customer health scoring methodology suited to professional services. Designed the QA program. Sat in on quarterly leadership meetings as the senior CX voice. Set the supervisor up to take over the work permanently by the end of the engagement.