Episode released on: 05. June 2023
Transforming BPO: Adapting to New Markets and Cultures at Callzilla with Neal Topf – THE CX GOALKEEPER – Transformation, Customer Experience, and Leadership Goals
The CX Goalkeeper had the great opportunity to interview Neal Topf
LinkedIn Headline: Customer Experience | Contact Center / Customer Care | Podcast
Highlights:
00:00 Game Start
00:49 Neal’s introduction
02:00 Neal’s values
04:23 Operations Transformation
09:44 cohesive and high performing teams
12:19 Speed, satisfaction and resolution
15:34 Prioritising CX
17:47 Innovation
21:03 Continuous Improvement
22:23 Leadership learnings
28:49 The Future
30:51 Book Suggestion
31:41 Contact Details
32:49 Golden Nugget
and much more
Neal’s Contact Details:
His book suggestion:
- Built to Win by Annette Franz
Neal’s Golden Nuggets:
- The value and importance of employee experience and customer experience. If you put those at the center of what you’re doing, you can truly say that you are a customer centric and employee centric organization. Those are the keys to longevity.
The value and importance of employee and customer experience. If you put those at the center of what you’re doing, you can truly say that you are a customer and employee centric organization. Those are the keys to longevity. Neal Topf on the CX Goalkeeper Podcast
Tweet
#customerexperience #leadership #cxgoalkeeper #cxtransformation #podcast
 |  |  | ||
 |  |  |
What did we discuss?
Gregorio Uglioni
Ladies and gentlemen welcome to the CX goalkeeper podcast your host. Greg will have smart discussions with friends, experts and thought leaders on customer experience transformation and leadership. Please follow this podcast on your preferred platform. I’m sure you will enjoy the next episode with the guest I selected for you,
Ladies and gentleman tonight. It’s really a big, big pleasure because Neal Topf is back on the CX goalkeeper podcast. Hi Neal, how are you?
Neal Topf
Greg, how are you? I usually don’t get to call you Greg. I call you CX goalkeeper, but it’s great to be back with you. Again. It’s been some time and I’m been cheering you from afar, watching you grow and make great content. And it’s an honor and privilege for me to be back together with you. Thank you,
Gregorio Uglioni
then from the CX goalkeeper to the President, I say thank you very much for participating again to this show. I think today we have an interesting topic to share. We are speaking about BPOs. And you are extremely successful. We saw several articles related also to your expansion to South Africa. But before we deep dive in this topic, we will learn a bit more about you. Therefore, Neal, could you please quickly introduce yourself?
Neal Topf
Happy to do so. So I’m Neal Tapf. I’m the president and co founder of Callzilla we are an outsourced Contact Center, also known by some people as BPO, or business process outsourcing, what I would say is the people that are listening, please don’t hang up, don’t leave, don’t leave the podcast, BP was an interesting sub segment of the customer experience, contact center world, but is critical to what all of us are doing right now. What we experienced in BPO is a microcosm. It’s an example of what is taking place in the larger CX community. So I think what we will talk about today is absolutely relevant to what all of us are going for going through and experiencing in the customer experience world.
Gregorio Uglioni
And to double down on what you said, I think what I would like also to ask you is which values drive you in life?
Neal Topf
I love that question. When I first started in this business, I don’t think I gave much importance to values to be honest, I thought it was just execute, operate, get clients, take calls, respond to the calls, hang up on the calls and be done with it. Well, I learned that if you don’t have values, if you don’t have culture, it will be a big problem for you. culture, culture, culture, as they say, culture is so important in what we do as a service provider, as a company, as an employer. And as a company that has relationships with clients. So the companies that hire us, and the things that we want our team members to do in the way they serve our clients, customers, culture is absolutely critical to what we do, as they say culture is what happens when you’re not looking. When you’re not paying attention. Are people working? Are they productive, that they love, where they work? Are they motivated? What do they believe your company stands for, et cetera, et cetera. And we’ve realized over the years that you have to be very, very good and very deliberate and intentional. At this. Our culture is, most recently I would say updated, rethought, re envisioned, reimagined. With three core concepts. And these three core concepts, I have to give credit to Annette Franz, in her book built to win, the importance of being employee centric. The Importance of Being client centered and being client centric is we adapted that a little bit because we serve clients. So being client centric, and then third, being customer centric. So placing employees, clients, and customers, at the exact center of everything that we do giving each of those groups a seat at the table, when we are talking, reviewing, creating, analyzing they each of those entities has to have a seat has to have a voice has to be able to be part of decisions, decision making process. And if we do each of those things, I think we will have a culture that is truly able to provide the best, most optimal and high quality customer experiences imaginable.
Gregorio Uglioni
I think that’s incredible what you’re saying and what you’re saying, as you said at the beginning, like a joke, don’t leave because we were speaking about BPOs and it’s part of the customer experience. If we think about BPOs 25 years ago, it was really about operate, operate, operate delivering and now this is really an important topic. And it’s part of the strategic decision of company of businesses to collaborate with BPOs and create this and you are sharing really interesting items, interesting views on how important is the cultural also for you is not only about cost, but it’s about people because clients, employees and customers, they are all human beings. And therefore it’s key to to work on that and super thrilled to kick off the discussion. Normally now I say, we described, we discussed, we introduced the top player, but you are not the top player, because you are the president. And therefore, we describe the president. And now let’s let’s start the game and discuss about the BPO. We shared that at the beginning, you expanded to South Africa. And I think you faced some challenges and some opportunities, in terms of transforming your operations lead to a new market to a new culture and for new workforce. What’s your view on that?
Neal Topf
Yeah, thank you. It’s a great question. And I want to clarify, so we are a US company, we serve mostly companies that are in the US, or European companies, or global companies that have a presence in the US when we help these companies mostly interact with their customers in the US. We operate our contact centers from outside the US. So we deliver service from Colombia and South America. And now more recently, from South Africa, we don’t serve those individual in country markets. But we operate from those markets back towards North America, too. So just to be, hopefully, have explained that well, it is always an interesting challenge when you’re operating what we call here, near shore, or in other cases, off shore. Now those depending on who you ask, those can be really sometimes dirty words they don’t a lot of people hear nearshore offshore, and they’re thinking the worst. And I understand why that happens in our job is, is to put people at ease to think that when we handle their customers, companies, that customers that these are actually solutions, these are problem problem solving, we’re removing headaches by being able to operate from these markets. South Africa is a wonderful market for us, specifically for multiple reasons. As we serve the US, as you can imagine, the court language of service for the US is English. And it is not easy to hire. Now in the US, onshore, as we say, to have people work in a contact center, whether it’s an in house contact center, or an outsourced contact center. Those jobs are there’s so many of those jobs that are open, people are not willing to work on them. Or if they are willing to work on them, they turn over the attrition, that turnover rate is very fast. And so we begin to look at countries outside the US where we can provide these services and South Africa is a brilliant one, Colombia is two but South Africa is the newest place for us. It has native English. And in English, that is absolutely gorgeous. It’s pristine, top quality, very easy for people, for consumers in the US to understand someone in South Africa. It is a market where there is an very large available labor pool, South Africa suffers a high unemployment rate. And so about 1/3 of the population that is eligible to work is actually unemployed. So there are people looking for jobs, it creates an amazing opportunity for us as an employer, to hopefully find people that want to join our team. The us as an employer of choice, hopefully a premium employer where they can not just find a job, but a career a home someplace that they love working for working for and with and have career opportunities and have a chance to learn and grow. There’s an element in South Africa that people talk a lot about impact sourcing. So people in South Africa that come from backgrounds that might be disadvantaged economically, maybe work experience, maybe educationally, and we’re providing some opportunities to people that might not otherwise have them. That’s a wonderful element of what we’re doing. But the bottom line is that South Africa has gorgeous English, available labor. And here’s for me, the most important point you can hear their smiles. So while you may not be seeing the people in the contact center, but the customers are interactive and will hear smiles, they will feel warmth over the phone over chat over email over text messages. South Africa, generally speaking, culturally is a very warm, open, intelligent, able agile workforce, and we’re thrilled to be able to open that service delivery option now to our client base.
Gregorio Uglioni
I think what you’re sharing, sharing make totally sense. And also my experience with South Africa it’s they really care about people and the business that you are in. It’s important to care about people to solve their problem and and therefore I can I totally understand what what you’re saying. And this is really an interesting strategic moves. And staying in strategic, you are one of the leader in the BPO. Industry, What strategy do we implement to build that cohesive and high performing team, both locally and internationally? And how do you ensure effective communication and collaboration?
Neal Topf
Yeah, it’s there are daily challenges, how to operate a BPO that is literally global with client base. In the US, management base spread throughout the world. And employees also spread throughout the world culture, we talked about culture, we have to have a unified culture, a unified understanding of culture, we have, I think, enhanced and elevated. What some companies called human resources, we now call people success, to try to make our team members and all people that work for Coca Cola successful and understanding what that means, as we have a younger and younger workforce. It’s a challenge to understand what that demographic really truly wants, what’s important for them, people that are millennials, and now Gen Z, that those are different objective, different goals, different ideas, of how they want their work to be perceived, how they want to, to perform labor, versus how we are a bit older, one thought of of work, so trying to get to understand that. But the important things are, again, putting the employee at the center of what we do, and putting customers at the center of what we do and understanding what that truly means. I don’t want to get into the nitty gritty of the operation things yet. But we know our job is to respond as quickly as we can to customers to resolve their problems. And if we do so in a way that is fast, and actually resolves a problem, I think we have a greater likelihood of achieving what we all talk about is customer success, or resolution, and satisfaction, all these metrics of voice of customer satisfaction, resolution. So that then those things translate into a better result for our clients, greater loyalty, greater customer lifetime value, more satisfied customers, hopefully those translate to the top line, and the bottom line for for our clients.
Gregorio Uglioni
I really, I really enjoy what you’re saying because it’s not about speed. And not only about speed, average speed of answer, average speed of resolution, but it’s about satisfaction, and resolution because at the end, you want the customer to be happy because you resolve this problem, and ensuring that you have also a human connection with them.
Neal Topf
This is so important. So I would say we used to manage the things that some people referred to as call center for Dummies, average handle time, average speed of answer, service levels, those things are important. But now we have so much more to look at resolution, satisfaction, Voice of Customer quality. So this is one thing I think that I’m really excited about. We’ve used today some great technology. Some people call it speech analytics or text analytics, the conversational AI to give us an idea of what is actually happening in a customer interaction that technology can tell us they will know the technology will will show is there. What is sentiment is good experiences, bad experiences, customer sentiment, good or it’s negative. What’s happening in an interaction, is there dead air? Is there a mention of an escalation? Is there a request for a supervisor? Is there a mention of a certain word or certain idea, and that technology will show us so we know in almost real time what is exactly happening on a call or an email or a chatter at text instead of having to wait days and days and are hours and hours in the old way of doing things. Quality is no longer just a score on a scorecard. We used to say the QA score for this call was at 3.26%. What does that mean? It doesn’t mean anything. It doesn’t mean anything especially if there isn’t resolution and some type of satisfaction. So playing with those variables and understanding using the technology to get to a point where we know how good or not good the quality of the interaction was. And if we achieve the true objectives of the interaction which should be at a minimum resolution and satisfaction.
Gregorio Uglioni
And this is a game changer because I know companies that started stopped speaking about handling time and they started speaking about experience time because this is the time that you are in contact with. With the customer the agent is in contact with the customer on the decline edit the customer and there is the the real valuable time that you are spending because the customer is focused on what you are saying and only using different words and not split You’re always on about speed, it completely changed the game.
Neal Topf
Yeah, no more call center for Dummies, as they say it’s now trying to utilize data and analytics and really share an interaction went in and enter in an interaction, what is exactly happening that with a score, but with ideas with concepts with insights, and now we have the ability to do that. That’s one thing that’s really exciting for me. And that is a challenge yet an incredible opportunity at our hands, and one that I get excited about every day because we learn from it and are figuring out how to use it in different ways.
Gregorio Uglioni
Now you’re explaining that you are prioritizing customer experience? And what unique approaches do you take to ensure consistent and exceptional services delivery taking into account again, cultural and nuances, different languages, different markets and different timezone is?
Neal Topf
Yeah, so I’ll go back to the response I just shared, which is the technology allows us to standardize. So in the old days, you know, you’d have someone called a QA monitor, or QA agent, they were sitting with a headset over their back in the corner, and they weren’t allowed to talk to anybody, we’d have to keep them separate so that they wouldn’t mix and mingle and have become friendship, friends with the people in the operation and mixer are confused the scores. Now, and by the way, those people, they’re humans. And by the way, that Job was really tedious. The turnover, the attrition for those jobs was as high if not higher than the traditional customer service representative in the contact center. So that person whose job it would be to listen and score 1% 2% of calls, by the way, is also human commits errors, their work is subjective. Sometimes they call out sick, they also have terrible turnover. So what do you do with that? How can you think that? How can we as operators and administrators think that the work that they do is representative, it’s not, it’s highly subjective, highly limited, now we have technology to be able to monitor and listen to 100% of the interactions in a reduced period of time. And it’s no longer subjective. And so we get the feedback, just like this, the accuracy is very high, and just continuing to improve. And now we don’t have to have dozens of people sitting in the back room over there with the headsets, doing error field work. The technology tells us like this. So it helps us standardize what we’re truly trying to measure and evaluate and keep everybody on the same page, whether they’re in Colombia, South Africa, the US, India, Philippines, Switzerland, wherever it is, it doesn’t matter. The technology makes the playing field level.
Gregorio Uglioni
I think that’s that’s really what you’re saying is technology is the mean, you’re speaking about automation about AI. And perhaps could you please share outers Callzilla, fostering innovation? And ensuring also perhaps, if you have some specific initiative that you can or are willing to share with your audience? No secret, please. Or if you have them?
Neal Topf
I don’t have the secret to innovation. So innovation is a term I think that is sometimes confused. The easy thing we think about innovation is are we curing cancer? Are we creating patents? Are we doing something new for the first time, that’s never been seen in the world, that’s those are those are examples of innovation, of course. But what I tell my team is our job is not to cure cancer, our job is to find ways to do things better, cheaper, faster. And if we’re using simply a new piece of technology, or introducing a new process, or just simply measuring things different and better, those are also examples of innovation. I don’t expect when we set our innovation goals for our team, we have some goals that are twice yearly to deserve it, each department has proposed and executed or attempted to execute or in the process of executing an innovation. By the way, we’re not only rewarding, successful innovation, as we know, some innovations are going to fail. And that’s okay. We’re trying not to we’re trying to remove the stigma of a failed innovation. It’s okay to fail. And trying to create that, by the way, as part of the culture, telling our team, we use this expression, dare to dream. Dare to make a proposal there to make an idea. It’s okay. I had this conversation this past week was someone on my team who’s kind of at a lower level in the organization and I we discovered there’s a gap and a process and I asked him, so what do you think, how we’re gonna fix this? And he said, Do I have permission to do that? And I wanted to pull my hair out and thinking, of course, you have permission, you don’t need permission. You’re the one closest to it. You see a gap. Make it happen, make the improvement happen. I’ll help you let me know if I can help. But it’s in your hands. You’re the man manager of this process, you shouldn’t have to ask me for permission, I want you to act. And so that’s part of the culture as well, getting people to understand that they are the owners of the outcome. I’m not the owner. My title is president doesn’t give me the responsibility to fix those problems. I want them to take the responsibility to fix the problems anyway, creating that structure that culture so that twice yearly, they can show what innovations they’ve proposed and put into process. We’re not yet going to evaluate whether it was successful whether they earned a patent for it, whether they cured cancer, no, I just want to be able to, to tie results to make things better, cheaper, or faster. And it can be one of those or all of them are some of them. And that’s okay, better, cheaper, faster, better is quite subjective. Is it better? Is it a better something that leads to a better experience for employees, better experience for customers? Is it something that reduce some cost? This is something that reduced the amount of time to be able to have a an outcome. Those are the guidelines of how we look at innovation.
Gregorio Uglioni
And what you’re seeing. And also in this example of the processes, a lot of people are always looking for the best possible and the biggest possible project or innovation to change everything. But what you’re sharing, it’s also this continuous improvement, as you said two times a year, during that a change, a lot of small changes after impact of a big, big change, and have a positive impact that everybody’s participating. And therefore they are part of the success story. And then the company can evolve quicker. I think that’s also extremely important.
Neal Topf
Absolutely. So one thing I forgot to mention is that we are ISO 9001 certified. So part of the ISO model is continuous improvement, you have to seek out continuous improvement. And by the way to maintain our certification, we are audited yearly. And so we have to document everything, measure everything. And at the end of the year show once again to the auditors, the outside auditors, this is what we did this is how we work on things is what we implemented. This is what we didn’t implement this is the successes, these are the failures. But as long as it has documentation and results and measurements, then it’s part of the process of continuous improvement is absolutely a part of the culture of EA, so of ISO and Casilla.
Gregorio Uglioni
And it’s extremely interesting, because also throughout this discussion, you shared a lot of your experiences, cultural change than you do you shared the importance of having values now to foster innovation to change the importance of employees, client and customer. And perhaps I am super keen to ask this question who you are a leader since several years the President, of course, Callzilla, what are the leadership lesson that you have learned throughout your career, in particular related to this transformation, customer centricity, and also achieved Achieving the Sustainable Growth? Because you are in the business since 12 years? If I understood well,
Neal Topf
we’ve been in business 18 years on June 30 of this year will be 18 years? It’s a great question. I don’t know if I’m going to give you something original things that I say might be you know what you’ve seen or read from other people, but they absolutely in my experience have resonated, they’re in their true. Fail hard, fail fast. It’s okay to fail. That’s number one. There are things we’re going to try that are going to work this and things that aren’t going to work, but it’s okay, get over it, fail and move on. Number one, number two, the value of employees. I admit that for me employees, when I first started did not come first. It did not I always thought customers came first. And I might have gotten away with that belief, almost up until the pandemic. And then the pandemic hit. And all of a sudden employees became scarce and even harder to attract, and even harder to retain. And so my thinking has changed drastically, the value of employees is is tantamount to what we do. But that employees there’s nothing now, everyone talks about technology. Everyone talks about digital transformation. Those things in all of our organizations are important. We’re in the contact center, which is driven by technology. Everyone talks about it, digital transformation. But for me, the most important lesson of the pandemic is analog transformation. People and process improving experience becoming more efficient, being better, cheaper, faster, but driven by the people, the people deciding what technologies to use, where to implement them, how to design experiences, to make things better, cheaper, faster. There’s a well known thing Thought Leader, writer author named Rishad Tobaccowala. And he talks about poetry, not plumbing, plumbing is the connections, the engineering, the way things fit together, those are clearly important things in our ecosystems of our companies of our societies, of our of everything that we do. But you need the poetry, the art, to complement the science, to complement the pieces, the art, the poetry, is what gets people to feel, to feel connected, to be in love, to have feelings about what they do, and how to be motivated to be a part of that ecosystem. So for me, absolutely technology, digital transformation, but analog transformation, people and process are still so important what we do.
Gregorio Uglioni
It’s three comments from my side, and I need to take care of because I want to remember them. The first one, you mentioned the research, I think he has an outstanding newsletter, please, I will share the link in the show notes. Because every Sunday you can read and find mind blowing information about any topics and you can
Neal Topf
read something you don’t have to you don’t have to pay anything. It’s free. It comes to in the US every Sunday morning for you, I think maybe Sunday afternoon. It’s it’s a wonderful piece of advice and storytelling, right?
Gregorio Uglioni
Exactly. This is this is one thing, the second thing that you shared. And for me, it’s key also in my corporate job in my corporate role as responsible for the digital transformation. Transformation is not only about technology, it’s about culture. It’s about measurement, it’s about governance, and everything what you said the analog transformation is part of the digital transformation, they goes and enhance because without having this analog transformation that you mentioned, then it’s it’s not possible you can put there the best possible technology in place, but if nobody is using that, then it doesn’t work. And the last thing that I want to mention also because we know each other since so many years is you are you are also and this is I think an extremely important thing also, that you mentioned in the discussion, lifelong learner, you are learning a lot you are trying adjusting and ensuring that also with your outstanding podcast, we are expecting you to start again. Fireside Chat without defiers, I think their gifts to us and to you also the great opportunity to learn such personality, right like like recharge, because I think you you interviewed him on your podcast. And and then it’s incredible. You’re the CEO, the president, but you’re still continuously learning. And that is I think something that I say, also for me, it’s extremely important, interesting. And they push me to continue doing what I’m doing. Because we can learn from people like you. And that’s that’s, that’s great.
Neal Topf
I’m grateful for that. Thank Thank you for saying that. You know what’s amazing in this podcast? Look, it’s it’s April of 2023. Everybody is talking about one thing. And that’s chat GPT. Thankfully, we haven’t talked about it. And I don’t think we need yet to talk that everyone else is talking about it. This is the anti chat GPT podcast, of course, we’re all going to use chat GPT we have to we have to figure it out. But that’s where the poetry comes in to poetry, to figure out how to use the plumbing. That the analog part the people have to create process to figure out how and where and when to use the technology. But the people first without the people, there’s no business, there’s no customer experience, without the people
Gregorio Uglioni
know and the passion for what we are doing it for me, it’s extremely easy to discuss with you. We could discuss hours and hours, because we are passionate about what we are doing. But I still have some questions for you. One question that it’s really important to me, it’s let’s close our eyes. 10 years from now you are back on the CX goalkeeper podcast. And you can come whenever you want. But in this case in 10 years from now, what we are discussing about
Neal Topf
Wow, that’s a that’s a great one, you know, I’m not so sure I have the answer. I do think that. So I know a couple of things we’re not going to be discussing. We’re not going to use the term mobile, we’re not going to use the term e commerce. We’re not going to use the term online. And by the way in 2023 I’m not sure why we’re using those because all Commerce has all or almost all components of those things. I think those words will disappear. Everything will be online and it already is by the way smartphone people still talk about smartphones, who doesn’t have a smartphone except maybe our grandparents if they’re still living you know. Those those terms I think will disappear. I have to think that people will continue to be a part of what we do. There will be in violated, almost say there are no geographic barriers anymore. So we talk about today, we operate from South Africa and from Colombia. This business is global. And there are few to no differences. Now, what used to be considered emerging markets by highfalutin economies like ours, where we both reside, those terms I think are going to go away every economy is now has now access to the same learning the same education, the same tools and technology as we do in these markets. So the barriers to entry are just going to continue to disappear. And the whole concept of geography and nationality and ethnicity, I think will just become more and more and more blended, and the world will truly be more global. That’s what I believe.
Gregorio Uglioni
Thank you very much. And now the game is coming to an end, we are in the extra time three small question with three short short answer, is there a book that you would like to suggest to the audience because a tell you during your career or during your life,
Neal Topf
the one I alluded to earlier, without a doubt it’s and that friends is built to win? For me, it’s been a game changer. I know in it personally. But even if I didn’t know her personally, the ideas that she put forth in her book in a such a simplified, clear way, easy to understand, for people at all levels of an organization, all hierarchies, all educational levels, all experience levels. It resonates for all of us, I think it’s been a game changer in my own company, in my own career, how I personally and professionally view, view the world, I’ve highly recommend a next book built to win.
Gregorio Uglioni
And I discussed our book also on this podcast. Let’s go back to the to this episode, I will share that also in the shownotes. I think that’s really what I really like it’s a practical book, you can read it and you can say, Oh, this is an idea I should use in business. Our This is another good idea that I can leverage I should discuss with this with this person. The next question is what’s the best way to contact you?
Neal Topf
I spend an inordinate amount of time on LinkedIn. I’m not sure if I should be embarrassed about that or proud of that. I’m actually I think proud of it. I think spending time on LinkedIn is maybe more productive than spending time on Twitter or Snapchat or one of those things at least professionally speaking. I learned a lot from our colleagues and the not only the customer experience world, but the larger business world. I enjoy LinkedIn. That’s the easiest way to find me. I think my name is at Neil tough, I think. But But I know your target, I think probably the shownotes somewhere that’s I think the best way to find find me, my email is in there. I think I probably have my phone number in there, feel free to contact me or WhatsApp me or email me whatever it is, whatever your easiest way to connect with me. I enjoy connecting with people.
Gregorio Uglioni
Thank you very much. And the last question is Neal’s golden nugget. It’s something that we discussed or something new to leave to the audience.
Neal Topf
The simplest question is maybe the hardest question. If I were to say I would, I would say this, but I’m going to steal it from a net. The value and importance of employee experience and customer experience. In our case, I would have the third which is client experience. It’s those things if you put those at the center of what you’re doing, you can truly say that you are a customer centric and employee centric organization. I think those are the keys to longevity.
Gregorio Uglioni
Thank you very much. Please stay with me, I think with this conclusion, without people without without customer, there is no business. It’s also from a net runs. And we can conclude this podcast. I really appreciate this discussion and your time on the CX goalkeeper podcast. Thank you very much, Neil. And also to the audience. I hope that you enjoyed this discussion as much as I did. We love feedback, please contact me or contact me to share anything that that you learned through this this episode or to ask any additional questions. Thank you very much and bye bye.
If you enjoyed this episode, please share the word of mouth. Subscribe it, share it until the next episode. Please don’t forget, we are not in a b2b or b2c business. You’re in a human to human environment. Thank you
⚽️⭐️⭐️⭐️⭐️⭐️ The CX Goalkeeper Podcast ⭐️⭐️⭐️⭐️⭐️⚽️
👍 Do you like it?
Please tell 3 friends, colleagues or family members about the CX Goalkeeper Podcast. Only with your support I can continue share amazing discussions!
PLEASE 🙏 don’t forget to ✅ follow my podcast
- Please rate it (Spotify) & review it (Apple Podcast)
THANK YOU – Your feedback is always welcome, please DM me!
Create amazing audios and videos with Headliner, please use this referral link
Need help taking notes and transcribing audio? Get Otter with 1-month FREE Pro Lite by signing up here. Please use my referral link:
How to create a new webpage? it’s super easy with WordPress! Please use my referral link:
Leverage the power of StreamYard – to stream you discussion on all social media including LinkedIn
THANK YOU SO MUCH! STAY TUNED FOR THE NEXT EPISODE!
THE CX GOALKEEPER 