Customer Experience

What trade skills, commercial awareness and practical judgement can teach us about turning ideas into value.

A manager once asked what it would cost to keep the office open all night so she could watch a team she didn't trust. On micromanagement, the hidden cost of not trusting your people — and how that distrust travels, unchanged, all the way to the customer.

A story about who our support systems are really designed to serve, and how to build a team worth the name.

At work we've decided friction is simply the enemy, and go to war on it without ever studying what we're removing. This is the lens I use instead: the three kinds of friction, the quadrant, and why a frictionless life isn't the point.

I once walked into a room and found a whiteboard headed "Our Most Hated Customers." On why service is never a department — it's a signal of how the whole organisation is actually built.