Manager Customer Experience

• Customer Experience Strategy & Economics
• Build and own the CX scorecard beyond NPS: OTIF (on-time-in-full), CPKO, resolution speed, escalation
  
  

rate, repeat-purchase behavior by customer tier — and tie every one of them to a revenue or retention

number leadership can act on.

• Quantify the cost and reorder impact of every major CX failure mode (damaged/missing items, delivery
  
  

issues, refund delays) and use it to prioritize fixes by rupee impact, not by ticket volume.

• Own resolution-policy decisions (e.g., redispatch vs. refund) with hard data on which choice actually
  
  

keeps a customer.

Data-Driven Program Management

• Be comfortable pulling and validating your own data (SQL, BigQuery or equivalent) rather than waiting
  
  

on a dashboard someone else maintains.

• Run root-cause analysis that survives scrutiny — right-sized samples, corrected logic, honest callouts
  
  

when two systems disagree, and a clear line between “verified” and “a model.”

• Segment customers by lifetime value and behavior (tiers, first-time vs. repeat, state/geography) to find
  
  

where the highest-leverage interventions are, not just the loudest complaints.

• AI &Automation
• Own the chatbot/IVR stack end to end: containment rate, cost per conversation, and — critically —
  
  

instrument what today isn't measured (does “closed” actually mean “resolved”?).

• Identify and build the next generation of AI-driven CX: proactive delivery-risk alerts, automated win-
  
  

back campaigns for lapsing customers, smarter self-serve flows — always backed by a quantified

opportunity size.

• Evaluate build-vs-buy and vendor decisions (chat, IVR, call-scoring platforms) on total cost and actual
  
  

capability, not the sales deck.

Team & Operating Model

• Build and lead a small, accountable team across three areas: CX Tools & Vendor Management, CX
  
  

Metrics & Voice of Customer, and Data & Automation.

• Replace informal, single-point-of-failure ownership with clear RACI, documented processes, and a team
  
  

that can operate without you in the room.

• Run structured win-back and retention initiatives (e.g., outbound campaigns for customers who've gone
  
  

quiet at 90/180 days) with proper reason-code diagnosis, not just reminder blasts.

• Voice of the Customer
• Personally read and act on customer feedback — the good, the near-miss, and the genuinely angry.
  
  

Every customer who takes the time to write in is a free, high-signal data point; treat it that way.

• Turn qualitative complaints into structured, quantified problems the business can prioritize.

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