The starting point

Mylab sells a total service, not just software: the product family, deployment, support, training and documentation together. Each of these had been built by different teams with their own processes. Customers experienced the joins.

My role

As CX Lead I own customer experience across the whole customer lifecycle. I also lead the UX team and act as a hands-on service designer.

What I did

1. A CX vision that connects to the business. I wrote the CX vision for 2030 and tied it to the company strategy. It has four themes: human-centred innovation for customers, seamless and proactive journeys, CX as a growth engine and brand differentiator, and empowered people and continuous improvement. 

2. The end-to-end customer journey. I mapped the current journey of an existing customer and the expected journey of a new customer entering from a new market. I collected the material through internal interviews and workshops with sales, delivery, support, product management and marketing, then analysed it and mapped the journeys myself. To move fast with limited resources, I deliberately kept the maps at a high level.

3. From insight to decisions. I facilitated a series of cross-functional workshops: first a shared understanding of the current journey, then the key moments of truth, then prioritisation against the company's strategic targets. We ended with a short list of must-win items, each with an owner. One of them was a unified visual style for the product family. I had already drafted the UX unification plan, and the workshop made it a shared priority with business backing. [Case example: unifying a healthcare product family]

4. Making CX measurable. I introduced a CX maturity evaluation model and ran the first baseline assessment in 2025. It is repeated twice a year, so progress is tracked rather than assumed.

5. Unified communication and user guidance. I started work on consistent customer communication: how release information flows from product development to customers, how changes are communicated early enough for customers to prepare, and a shared tone of voice. I also took ownership of user guidance. I ran the tender for a technical-writing partner and built the improvement plan with them, replacing guides that had been written ad hoc with a planned process.