Interview I CX unlocks: your gateway to seamless Customer Experience

Before we dive in, could you share with our audience a bit about your career journey? How did you move from product to service, and eventually into customer experience? What were some key highlights along the way?

Pascal: My career has always been focused on helping companies scale their business and improve operations. I started in business development, selling networking and high-tech products across various industries. Over time, I noticed that while customers appreciated good products, they increasingly sought support in maximizing their usage and performance. That’s when I transitioned from selling products to providing services that help customers extract the most value from their investments. Eventually, I realized that even service differentiation was no longer enough—customers were looking for outcomes, not just solutions. That led me to customer experience, where I focus on ensuring that every interaction aligns with customer objectives. So, in short, I didn’t come to CX by interest at first, but by necessity. And now, I see it as the future of competitive differentiation.

That’s fascinating. It’s interesting to see how your personal journey mirrors the broader industry shift towards experience-led business models. You’ve worked across multiple continents—how have cultural differences influenced customer experience?

Pascal: Having worked in different regions, I’ve seen firsthand how culture shapes customer expectations. One key difference I’ve noticed is the focus on transactions versus relationships. In Europe and North America, customers tend to prioritize efficiency—they want a specific solution delivered quickly. In contrast, in Asia, especially in markets like Singapore, trust and relationships play a much larger role in decision-making. Building rapport and credibility is essential before business discussions progress. Another crucial factor is expectation levels. For example, in Singapore, where high expectations are embedded in the education system and national mindset, customers naturally demand excellence. Similarly, in France, a strong analytical approach leads to heightened expectations. This variation affects how CX is perceived—what delights one customer may only satisfy another.

That’s a great point. Different cultures have different benchmarks for what constitutes great CX. You’ve also mentioned the idea of a CX formula. Can you elaborate on that?

Pascal: Absolutely. 

CX is not an absolute measure; it’s relative to customer expectations, which vary across cultures. For example, in regions where expectations are naturally high, achieving even a “good” CX rating requires exceeding already stringent standards. That’s why businesses need to localize their CX approach rather than applying a one-size-fits-all model.

That’s a really insightful framework. Shifting gears a bit—how do you approach CX measurement across different countries? Have you had to adjust metrics to reflect regional differences?

Pascal: Yes, definitely. At Nokia, for example, we initially had a 100-question relationship survey, which was overwhelming for customers. Most responses came from dissatisfied customers, which skewed results. Plus, sales teams were incentivized based on these metrics, leading to biased feedback.We realized this approach wasn’t effective, so we streamlined our CX measurement down to just four core questions. We also introduced Customer Perceived Value (CPV)—a metric that balances past performance (50%) with future expectations (50%). This allowed us to not only measure satisfaction but also identify opportunities for improvement. The result? We unlocked several hundred million euros in additional sales by proactively addressing customer needs before they became issues.

That’s an impressive outcome. Speaking of technology—how do you see AI and automation shaping CX?

Pascal: AI and automation are powerful enablers, but they should never replace the human touch. I’ve led AI-driven efficiency programs that reduced processing times by up to 70-80%, streamlining sales, finance, and operations functions. However, technology should enhance—not hinder—CX. A great example of poor implementation is when a café gives you a beeper for a coffee order, even when the barista is just two meters away. That’s process over common sense. The real value of AI in CX lies in personalization, predictive analytics, and proactive service—not replacing human empathy where it matters most.

That’s a great example. Let’s talk about customer-first strategies. Many organizations claim to be customer-first, but is that always the reality?

Pascal: Exactly. I prefer the term customer-centric rather than customer-first. The truth is, companies that claim to be customer-first often still prioritize internal processes over CX. The key is balance—businesses should focus on empowering employees, since they are the ones delivering CX. I advocate for a people-first, customer-centric approach, ensuring employees are equipped to create the best experiences.

That makes perfect sense. Before we wrap up, what advice would you give to leaders looking to build a truly customer-centric organization?

Pascal: I’d highlight three key points:

1. CX starts at the top – Leadership needs to own and drive CX transformation. Decision-making should incorporate customer insights at every stage.
2. Empathy matters – Employees need to be trained not just in processes, but in real-life scenarios. One of my favorite programs is “A Day in the Life”, where employees experience customer interactions firsthand to understand their impact.
3. Listen to understand, not just to respond – Many businesses conduct surveys but don’t act on them. Leaders need to engage in genuine listening to drive meaningful change.