1. 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.

2. 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.
3. 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.

Manager - Customer Experience

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