We’re thrilled to announce the return of our flagship certifications — now heading to Denver, Colorado in early 2026
We’re thrilled to announce the return of our flagship certifications — now heading to Denver, Colorado in early 2026
📅 ACX Master (ACXM): February 16–19, 2026 📅 Certified Process Professional Master (CPPM): March 2–5, 2026
These immersive 4-day programs are built for leaders who want to: ✅ Transform customer experience and process performance ✅ Drive measurable improvements in revenue, cost, and service ✅ Join a global network of CX and Process professionals
Seats are limited to just 25 delegates per program.
👉 Review key dates, program highlights, and how to secure your spot.
Businesses must actively engineer and continuously innovate this experience to drive success. Further, we define success as winning the triple crown: simultaneously growing revenues, Reducing Costs, and Improving Service.
Steve Towers, International Keynote, Author and Coach, defines Customer Experience
Steve has also published many articles and conference keynotes (see the MOT primer below) reviewing the continued evolution of this fascinating concept.
This understanding underpins the CEMMethod, first launched in 2006 and now in version 15. It is the idea that all work an organisation undertakes is, at a fundamental level, caused by Moments of Truth. In principle, everything a company does can and should be linked to a Moment of Truth.
We harness and bring to life this design principle through the Customer Performance Landscape. Connecting the dots from everything to the Cause of all work – The Moment of Truth.
Managing Moments of Truth
Enlightened ‘Outside-In’ organisations actively embrace Moment of Truth Management as an essential strategic and operational necessity to deliver engineered Customer Experiences. How so?
a. Designing for Moments of Truth – The Design-Implementation Gap
Early efforts were geared towards designing optimal Moments of Truth; however, simply mapping customer journeys has never been enough. It is one thing to agree on what a future state customer journey should be; it is entirely another to implement it. This Design-Implementation gap is precisely what kills the majority of Customer Experience initiatives.
b. Implementing optimised Moments of Truth
Successful deployment of innovated Moments of Truth is key to delivering optimal Customer Experiences. The most practical immediate results focus on a rapid rollout across a key experience, using the success of that rollout to validate the smooth rollout across the organisation. Establishing ownership, accountability, metrics, controls and improvement paths are part of this discipline.
c. Operationalising Moments of Truth
Once Moments of Truth have been designed, innovated and implemented into recrafted customer experiences, they need to be actively managed ‘in the moment’ and shared. Every Moment of Truth should feed to a corporate dashboard, with real-time data showing the performance of that MOT and its associated experiences. If things go wrong, the owner should be able to ‘course correct’ and real-time monitor the customer experience delivery.
Imagine a world without customer satisfaction surveys, no need for Net Promoter Scores, no focus groups, and no mystery shopping because you will know how 100% of interactions are performing 100% of the time.
Control and Action combined
The C-suite and leaders will now have a clear line of sight into every corner of the organisation and across the enterprise landscape, in real-time. One version of the data truth (and not all those departmental/divisional versions of reality).
The need for retrospective action evaporates. Immediate and laser-focused control can be maintained, delivering simultaneously enhanced service, lower costs, higher revenues, improved compliance and uber motivated employees.
No more vague, wishy-washy approaches to transforming the customer experience.
They want big, hairy results.
Think cutting cost-to-serve, while at the same time increasing customer loyalty.
Or transforming processes so they are actually a source of competitive advantage.
Or taking on over-complicated, hard-to-navigate processes that frustrate employees AND customers.
Their ambition isn’t reckless.
It’s disciplined.
It’s laser-focused on real business results.
We’re talking revenue growth.
Improved margins.
Customer lifetime value.
Companies winning in CX today are the ambitious ones.
Bold.
Willing to rock the boat.
Ambition, after all, is the fuel of transformation.
(And the CEMMethod is its accelerator.)
The other big secret?
Outside-In thinking.
Flip your perspective from “how we do things” to “what the customer really needs to get done”.
Start asking new questions.
What is the customer really trying to achieve?
Where are we adding friction, instead of value?
How can we reframe work so that it delivers the outcomes customers really want?
Answer: right there in the customer’s path.
The biggest, hairiest problem?
It’s hiding in plain sight.
Upskill, train, scale… until teams can train themselves
There’s nothing sexy about fixing stuff, right?
No marquee events.
No pinstripe suits.
No splashy launch parties.
Just hard, humble, relentless work.
Fixing the stuff that really matters, however, is actually kind of fun.
Here’s why.
It works.
The impact of CEMMethod change is IMMEDIATE.
As soon as companies start using this stuff to tackle their BIG, HAIRY problems, progress happens.
Rapidly. Organizations see it.
Teams see it.
And frankly, it’s contagious.
Imagine if your teams felt that kind of energy every day?
Upskill your people, until they can train themselves.
That’s the key.
Invite your teams to come and learn how to do this stuff themselves.
Apply Outside-In thinking to their own business.
Invite them to work with the CEMMethod.
Upskill.
Train.
Scale.
Until your teams can literally train themselves.
They’re the real secret weapon.
Ambition. Outside-In thinking.
Upskilling your people.
Teams training themselves.
Get to work.
The future belongs to the bold
Companies winning in CX today, are the bold ones.
Bold. Ambitious. Big hairy problems, Big hairy ambitions.
Outside-In thinkers.
Self-training teams.
That’s the secret sauce.
The hard, humble work.
The relentless focus on results.
Companies that think this way… these are the ones building organizations that can truly adapt to change, can in fact create it.
And the future?
Belongs to them.
Ready to get to work?
Businesses must actively engineer and continuously innovate this experience to drive success. Further, we define success as winning the triple crown: simultaneously growing revenues, Reducing Costs, and Improving Service.
Steve Towers, International Keynote, Author and Coach, defines Customer Experience
Steve has also published many articles and conference keynotes (see the MOT primer below) reviewing the continued evolution of this fascinating concept.
This understanding underpins the CEMMethod, first launched in 2006 and now in version 15. It is the idea that all work an organisation undertakes is, at a fundamental level, caused by Moments of Truth. In principle, everything a company does can and should be linked to a Moment of Truth.
We harness and bring to life this design principle through the Customer Performance Landscape. Connecting the dots from everything to the Cause of all work – The Moment of Truth.
Managing Moments of Truth
Enlightened ‘Outside-In’ organisations actively embrace Moment of Truth Management as an essential strategic and operational necessity to deliver engineered Customer Experiences. How so?
a. Designing for Moments of Truth – The Design-Implementation Gap
Early efforts were geared towards designing optimal Moments of Truth; however, simply mapping customer journeys has never been enough. It is one thing to agree on what a future state customer journey should be; it is entirely another to implement it. This Design-Implementation gap is precisely what kills the majority of Customer Experience initiatives.
b. Implementing optimised Moments of Truth
Successful deployment of innovated Moments of Truth is key to delivering optimal Customer Experiences. The most practical immediate results focus on a rapid rollout across a key experience, using the success of that rollout to validate the smooth rollout across the organisation. Establishing ownership, accountability, metrics, controls and improvement paths are part of this discipline.
c. Operationalising Moments of Truth
Once Moments of Truth have been designed, innovated and implemented into recrafted customer experiences, they need to be actively managed ‘in the moment’ and shared. Every Moment of Truth should feed to a corporate dashboard, with real-time data showing the performance of that MOT and its associated experiences. If things go wrong, the owner should be able to ‘course correct’ and real-time monitor the customer experience delivery.
Imagine a world without customer satisfaction surveys, no need for Net Promoter Scores, no focus groups, and no mystery shopping because you will know how 100% of interactions are performing 100% of the time.
Control and Action combined
The C-suite and leaders will now have a clear line of sight into every corner of the organisation and across the enterprise landscape, in real-time. One version of the data truth (and not all those departmental/divisional versions of reality).
The need for retrospective action evaporates. Immediate and laser-focused control can be maintained, delivering simultaneously enhanced service, lower costs, higher revenues, improved compliance and uber motivated employees.
Successful Customer Outcomes (SCOs) are more than a slogan — they’re a philosophy. They remind us that the ultimate measure of success isn’t what we deliver, but what the customer achieves because of us. This is the essence of Outside‑In thinking: shifting the lens from internal efficiency to external value.
When organizations anchor themselves to SCOs, they create a compass that guides every decision. Strategy, operations, and culture align around one question: “Did the customer succeed?” That clarity cuts through complexity and prevents teams from getting lost in vanity metrics or internal politics.
Example: Think of Apple’s iPhone launch in 2007. The SCO wasn’t “sell a phone with apps.” It was “help people carry the internet in their pocket.” That outcome reshaped industries and customer expectations worldwide.
What is an SCO?
An SCO is the result the customer values, not the activity you perform. It’s defined in their language, not in corporate jargon. Customers don’t care about your process maps or internal milestones — they care about whether their problem is solved, their need is met, or their aspiration is fulfilled.
This distinction is critical because it forces organizations to listen differently. Instead of asking, “How do we improve our process?” the question becomes, “What does success look like for the customer?” That subtle shift changes everything.
Example: A bank might think its SCO is “approve loans quickly.” But for the customer, the SCO is “move into my new home without stress.” The bank that recognizes this designs experiences that go beyond paperwork speed — like proactive updates, moving‑day support, or flexible payment options.
Outputs ≠ Outcomes
Outputs are the things we produce; outcomes are the value customers experience. Confusing the two is one of the most common traps in business. Shipping a product, closing a ticket, or completing a transaction are outputs. They’re necessary, but they’re not sufficient.
Outcomes are about transformation. Did the customer’s life improve? Did they feel more confident, more capable, more connected? That’s the real test. Organizations that obsess over outputs risk becoming efficient at irrelevance.
Example: A fitness app might celebrate “10,000 downloads” (output). But the SCO is “users feel healthier and more energized.” If downloads are high but retention is low, the company has outputs without outcomes.
Flip the Lens
Outside‑In thinking requires flipping the lens: start with the customer’s desired outcome, then map backwards to what you must enable. This is the opposite of the traditional “inside‑out” approach, where companies design processes for their own convenience and hope customers adapt.
When you flip the lens, you uncover hidden friction. You see where policies, silos, or legacy systems block the customer’s path. And you create alignment across teams, because everyone rallies around the same external goal.
Example: Amazon’s obsession with “customer convenience” is a flipped lens in action. One‑click ordering, predictive shipping, and frictionless returns weren’t designed to make Amazon’s operations easier — they were designed to make customers’ lives easier.
Why Outcomes Win
SCOs drive loyalty and advocacy because customers remember how you made them feel, not just what you sold them. When they achieve their goals with your help, they become your best marketers.
They also reduce cost‑to‑serve. When outcomes are consistently achieved, complaints, rework, and escalations drop. That frees resources to focus on innovation rather than firefighting.
Example: Tesla doesn’t just sell cars; it delivers the outcome of “seamless electric mobility.” Owners advocate passionately because they feel part of a movement, not just a transaction. That advocacy reduces Tesla’s need for traditional advertising.
Find the Real Outcomes
Discovering SCOs requires listening differently. Surveys and metrics are useful, but they often capture what customers say. True insight comes from observing what they do and asking open questions like, “What does success look like for you?”
Co‑creation is powerful here. When customers help define outcomes, they feel ownership. They also reveal needs you might never have considered. This is where empathy meets strategy.
Example: Airbnb discovered that guests didn’t just want “a place to stay.” Their SCO was “belong anywhere.” That insight, uncovered through observation and dialogue, became the company’s brand promise and competitive edge.
Design Around Outcomes
Designing for SCOs means simplifying journeys, removing friction, and empowering frontline teams to act in the customer’s best interest. It’s about engineering experiences that feel effortless and human.
This requires cross‑functional collaboration. Marketing, operations, IT, and HR must all align around the same outcome. Otherwise, customers experience the cracks between departments.
Example: Disney theme parks design everything around the SCO of “creating magical memories.” From queue management to cast member training, every detail is engineered to support that outcome — not just to run a park efficiently.
New Metrics for Success
Traditional KPIs like Average Handle Time or Net Promoter Score are lagging indicators. They measure activity or sentiment, but not whether the customer actually achieved their goal. SCO metrics are different: they track success in the customer’s terms.
This shift requires courage, because SCO metrics often expose uncomfortable truths. But they also unlock growth, because they show you where to focus improvement.
Example: A software company might measure “% of customers who achieved first‑time setup without support.” That’s a true SCO metric — it reflects whether the customer succeeded, not just whether the company closed a ticket.
When Customers Succeed…
The ripple effect of SCOs is profound. When customers succeed, employees feel a stronger sense of purpose. They see the impact of their work, which boosts engagement and retention.
Organizations also grow more sustainably. Instead of chasing short‑term wins, they build long‑term trust. SCOs become the foundation for resilience in volatile markets.
Example: Patagonia’s SCO isn’t “sell outdoor gear.” It’s “help people connect with and protect the planet.” That outcome inspires customers, employees, and communities — creating a virtuous cycle of loyalty and advocacy.
Obsess Over Outcomes
Obsessing over SCOs means making them the heartbeat of your strategy. It’s not a project or a department — it’s a mindset. Every decision, from product design to HR policy, is filtered through the question: “Does this help customers succeed?”
Organizations that embrace this obsession don’t just serve customers; they transform markets. They redefine expectations and set new standards for what “good” looks like.
Example: Netflix didn’t obsess over “renting DVDs.” Its SCO was “entertainment anytime, anywhere.” That obsession led to streaming, personalization, and original content — reshaping the entire media industry.
Businesses must actively engineer and continuously innovate this experience to drive success. Further, we define success as winning the triple crown: simultaneously growing revenues, Reducing Costs, and Improving Service.
Steve Towers, International Keynote, Author and Coach, defines Customer Experience
Steve has also published many articles and conference keynotes (see the MOT primer below) reviewing the continued evolution of this fascinating concept.
This understanding underpins the CEMMethod, first launched in 2006 and now in version 15. It is the idea that all work an organisation undertakes is, at a fundamental level, caused by Moments of Truth. In principle, everything a company does can and should be linked to a Moment of Truth.
We harness and bring to life this design principle through the Customer Performance Landscape. Connecting the dots from everything to the Cause of all work – The Moment of Truth.
Managing Moments of Truth
Enlightened ‘Outside-In’ organisations actively embrace Moment of Truth Management as an essential strategic and operational necessity to deliver engineered Customer Experiences. How so?
a. Designing for Moments of Truth – The Design-Implementation Gap
Early efforts were geared towards designing optimal Moments of Truth; however, simply mapping customer journeys has never been enough. It is one thing to agree on what a future state customer journey should be; it is entirely another to implement it. This Design-Implementation gap is precisely what kills the majority of Customer Experience initiatives.
b. Implementing optimised Moments of Truth
Successful deployment of innovated Moments of Truth is key to delivering optimal Customer Experiences. The most practical immediate results focus on a rapid rollout across a key experience, using the success of that rollout to validate the smooth rollout across the organisation. Establishing ownership, accountability, metrics, controls and improvement paths are part of this discipline.
c. Operationalising Moments of Truth
Once Moments of Truth have been designed, innovated and implemented into recrafted customer experiences, they need to be actively managed ‘in the moment’ and shared. Every Moment of Truth should feed to a corporate dashboard, with real-time data showing the performance of that MOT and its associated experiences. If things go wrong, the owner should be able to ‘course correct’ and real-time monitor the customer experience delivery.
Imagine a world without customer satisfaction surveys, no need for Net Promoter Scores, no focus groups, and no mystery shopping because you will know how 100% of interactions are performing 100% of the time.
Control and Action combined
The C-suite and leaders will now have a clear line of sight into every corner of the organisation and across the enterprise landscape, in real-time. One version of the data truth (and not all those departmental/divisional versions of reality).
The need for retrospective action evaporates. Immediate and laser-focused control can be maintained, delivering simultaneously enhanced service, lower costs, higher revenues, improved compliance and uber motivated employees.
What exactly is a Successful Customer Outcome and why should I care if I’m a business pro? A Successful Customer Outcome (SCO) is the result your customer values, not just the activity you perform. It’s about their needs, goals, and aspirations, viewed in their language, not corporate jargon. As a business professional, caring about SCOs ensures you’re focusing on what truly matters to your customers, driving loyalty, advocacy, and long-term success.
How is an SCO different from just shipping a product or completing a transaction? An SCO is about the transformation your customer experiences, like feeling more confident or fulfilled, rather than just the outputs such as shipping a product or closing a ticket. Outcomes measure the value and impact on the customer’s life, which is the true measure of your success in business.
Why should I flip the lens and start with the customer’s outcome instead of my internal processes? Flipping the lens to focus on the customer’s desired outcome helps you identify hidden friction in the customer journey. It aligns your entire organization around a single external goal, ensuring that policies, silos, or legacy systems don’t block the customer’s path and that your efforts truly meet their needs.
Why do outcomes matter more than traditional business metrics like NPS or average handle time? Traditional KPIs often lag behind actual customer success and can miss whether the customer achieved their goals. Focusing on outcomes provides a clear measure of customer success, reveals genuine improvement areas, and drives growth by ensuring your efforts translate into real customer value.
How can I make sure I continuously deliver customer success in my organization? You must actively manage Moments of Truth in real-time, designing experiences that connect directly with customer outcomes. Implementing dashboards, ownership, controls, and ongoing improvements ensures every interaction contributes to customer success, making your organization more resilient and trusted.
This time I will look at the three main types of NPS thinkers – from the most ardent fanboys to the users to the extreme skeptics. Since I have NPS evangelist friends, NPS pragmatist colleagues, and customer experience academics on my contact list, it would not be wrong to think that my knowledge comes from them (with the NPS naysayers I have much to learn).
1️⃣The Evangelist: NPS is a Golden Standard
What they would say
NPS is the single simplest, most effective metric for measuring customer loyalty and growth predictions.
Evidence
1. Developed by Fred Reichheld and Bain & Co in 2003 and widely implemented across industries.
2. Studies and success stories showing correlation between high NPS and higher customer retention, referrals, and revenue growth.
3. NPS simplicity (one question) means higher response rates and easy buy-in from execs.
4. Newer NPS refinements like Earned Growth Rate overcome gaming and non-auditable biases and tie to auditable financial outcomes.
Weaknesses / Criticisms
1. Subject to “gaming” (staff influence on scores, selective surveying).
2. No context with just one quantitative question – need qualitative follow-up to drive insights.
3. Can be abused as a performance target rather than a diagnostic tool.
Who says it?
* Fred Reichheld, Bain & Company, Satmetrix and HP.
* All CX zealots who want a unifying, board-level KPI for the entire customer life cycle.
2️⃣The Pragmatist: NPS is a Useful Tool in a Wider CX Toolset
What they would say
NPS is a good measure when used with others (e.g., CSAT, CES) and qualitative research
Evidence
1. NPS measures likelihood to recommend not actual satisfaction or ease of experience.
2. NPS always works better when used with open-text feedback for drivers behind given score.
3. Benchmarking success when used as one KPI in a balanced scorecard across customer journey.
4. NPS predictability increases when combined with operational and behavioral data.
Weaknesses / Criticisms
1. Over-reliance can mask symptoms rather than solve underlying issues.
2. Without segmentation and context, can be misleading (e.g., segment A promoters, segment B detractors).
3. Needs disciplined, timely follow-up process to turn insights into action.
Who says it?
* CX consultancies like ClearlyRated.
“When you chase a number for its own sake, you lose sight of the human connection that score is meant to measure.” Fred Reichheld
* Most in-house CX teams who use NPS blended with journey analytics and operational KPIs.
3️⃣The Skeptic: NPS is an Overrated/Misleading Tool
What they would say
NPS too simplistic, often misinterpreted/misused as a vanity metric without context
Evidence
1. NPS can vary significantly by industry, geography, and customer expectations.
2. Benchmarking without deep context is meaningless – 30 NPS is good in some sectors, bad in others.
3. Raw NPS data says little about why the customers think the way they do. Qualitative data essential.
4. Academic studies have questioned NPS superiority over other loyalty and growth metrics.
Weaknesses / Criticisms
1. Can overlook the motivational/alignment benefits of a simple, single metric.
2. May underestimate NPS’s power as a cultural rallying point.
Who says it?
* NPS critics like Greg Raileanu from Retently .
* Some market researchers/data scientists who focus on more complex multi-metric models.
Neutral Summary
NPS is a powerful but polarizing metric.
– Evangelists view it as the universal loyalty yardstick, esp. now with financial tie-ins like Earned Growth Rate.
– Pragmatists see it as one valuable component of a balanced scorecard, but not the whole truth.
– Skeptics warn it can easily mislead if used without proper context, segmentation, and qualitative follow-up.
The consensus middle ground: NPS is most effective when used consistently, interpreted in context, and combined with actionable follow-up.
What would change this conclusion
1. Stronger empirical evidence proving NPS’s predictive superiority over other metrics across multiple industries
2. Standardized, auditable reporting to minimize gaming/comparison issues
3. Consistent integration with behavioral/financial data showing causal link between NPS changes and business outcomes
Businesses must actively engineer and continuously innovate this experience to drive success. Further, we define success as winning the triple crown: simultaneously growing revenues, Reducing Costs, and Improving Service.
Steve Towers, International Keynote, Author and Coach, defines Customer Experience
Steve has also published many articles and conference keynotes (see the MOT primer below) reviewing the continued evolution of this fascinating concept.
This understanding underpins the CEMMethod, first launched in 2006 and now in version 15. It is the idea that all work an organisation undertakes is, at a fundamental level, caused by Moments of Truth. In principle, everything a company does can and should be linked to a Moment of Truth.
We harness and bring to life this design principle through the Customer Performance Landscape. Connecting the dots from everything to the Cause of all work – The Moment of Truth.
Managing Moments of Truth
Enlightened ‘Outside-In’ organisations actively embrace Moment of Truth Management as an essential strategic and operational necessity to deliver engineered Customer Experiences. How so?
a. Designing for Moments of Truth – The Design-Implementation Gap
Early efforts were geared towards designing optimal Moments of Truth; however, simply mapping customer journeys has never been enough. It is one thing to agree on what a future state customer journey should be; it is entirely another to implement it. This Design-Implementation gap is precisely what kills the majority of Customer Experience initiatives.
b. Implementing optimised Moments of Truth
Successful deployment of innovated Moments of Truth is key to delivering optimal Customer Experiences. The most practical immediate results focus on a rapid rollout across a key experience, using the success of that rollout to validate the smooth rollout across the organisation. Establishing ownership, accountability, metrics, controls and improvement paths are part of this discipline.
c. Operationalising Moments of Truth
Once Moments of Truth have been designed, innovated and implemented into recrafted customer experiences, they need to be actively managed ‘in the moment’ and shared. Every Moment of Truth should feed to a corporate dashboard, with real-time data showing the performance of that MOT and its associated experiences. If things go wrong, the owner should be able to ‘course correct’ and real-time monitor the customer experience delivery.
Imagine a world without customer satisfaction surveys, no need for Net Promoter Scores, no focus groups, and no mystery shopping because you will know how 100% of interactions are performing 100% of the time.
Control and Action combined
The C-suite and leaders will now have a clear line of sight into every corner of the organisation and across the enterprise landscape, in real-time. One version of the data truth (and not all those departmental/divisional versions of reality).
The need for retrospective action evaporates. Immediate and laser-focused control can be maintained, delivering simultaneously enhanced service, lower costs, higher revenues, improved compliance and uber motivated employees.
Let’s be honest. Customers today aren’t comparing you to your direct competitor anymore. They’re comparing you to the best experience they’ve had anywhere. That smooth Amazon checkout. That Uber ride where you didn’t have to touch your wallet. That one app that just… worked.
And here’s the kicker: if your organisation doesn’t deliver experiences like that—simple, seamless, maybe even a little magical—your customers will quietly drift away. No big announcement. Just gone.
It’s not another “tick-the-box” toolkit or fluffy set of slogans. It’s a practical way to rewire how you think about customers, design your work, and measure success. It’s Outside-In thinking, put into action. The kind that helps you hit what we call the Triple Crown: grow revenue, reduce costs, and massively improve service. (Yes, you really can have all three—no trade-offs required.)
This guide isn’t about theory. It’s about helping you view your business from the perspective of your customers. Which, if we’re honest, is usually very different from how leaders inside the business see it. We’ll unpack the principles, steps, and real-world applications of the CEMMethod—whether in banking, insurance, government, retail, or any other industry where customer experience determines the winners and losers.
So… grab a coffee. Keep an open mind. And maybe prepare to unlearn a few things you thought you knew. Because once you start seeing your world through an Outside-In lens, you won’t be able to go back.
Businesses must actively engineer and continuously innovate their customer experiences to drive success.
Steve Towers, International Keynote, Author and Coach, defines Customer Experience
Steve has also published many articles and conference keynotes (see the MOT primer below) reviewing the continued evolution of this fascinating concept.
This understanding underpins the CEMMethod, first launched in 2006 and now in version 15. It is the idea that all work an organisation undertakes is, at a fundamental level, caused by Moments of Truth. In principle, everything a company does can and should be linked to a Moment of Truth.
We harness and bring to life this design principle through the Customer Performance Landscape. Connecting the dots from everything to the Cause of all work – The Moment of Truth.
Managing Moments of Truth
Enlightened ‘Outside-In’ organisations actively embrace Moment of Truth Management as an essential strategic and operational necessity to deliver engineered Customer Experiences. How so?
a. Designing for Moments of Truth – The Design-Implementation Gap
Early efforts were geared towards designing optimal Moments of Truth; however, simply mapping customer journeys has never been enough. It is one thing to agree on what a future state customer journey should be; it is entirely another to implement it. This Design-Implementation gap is precisely what kills the majority of Customer Experience initiatives.
b. Implementing optimised Moments of Truth
Successful deployment of innovated Moments of Truth is key to delivering optimal Customer Experiences. The most practical immediate results focus on a rapid rollout across a key experience, using the success of that rollout to validate the smooth rollout across the organisation. Establishing ownership, accountability, metrics, controls and improvement paths are part of this discipline.
c. Operationalising Moments of Truth
Once Moments of Truth have been designed, innovated and implemented into recrafted customer experiences, they need to be actively managed ‘in the moment’ and shared. Every Moment of Truth should feed to a corporate dashboard, with real-time data showing the performance of that MOT and its associated experiences. If things go wrong, the owner should be able to ‘course correct’ and real-time monitor the customer experience delivery.
Imagine a world without customer satisfaction surveys, no need for Net Promoter Scores, no focus groups, and no mystery shopping because you will know how 100% of interactions are performing 100% of the time.
Control and Action combined
The C-suite and leaders will now have a clear line of sight into every corner of the organisation and across the enterprise landscape, in real-time. One version of the data truth (and not all those departmental/divisional versions of reality).
The need for retrospective action evaporates. Immediate and laser-focused control can be maintained, delivering simultaneously enhanced service, lower costs, higher revenues, improved compliance and uber motivated employees.
The NPS question was first published in 2003. In its original form, it was a simple: “On a scale of 0–10, how likely are you to recommend us to a friend or colleague?” (Reichheld, 2003). The author, Fred Reichheld, boldly proclaimed that his metric, as featured in the Harvard Business Review, could predict growth better than any multitiered survey. Soon, NPS evangelists were stamping their favourite colour onto every dashboard in the office. It was the company truth serum. Customer-centric utopia.
By 2020, Reichheld had largely disavowed his namesake movement. “The score has become a bargaining chip or a daily quota to hit,” he said in an interview (Cassidy, 2020).
“When you chase a number for its own sake, you lose sight of the human connection that score is meant to measure.” Fred Reichheld
Pros:
Clear, benchmarkable figure
Universally understood format
Easy to correlate with revenue trends
Cons:
Can be gamed by frontline staff
Ignores the “why” behind the number
Encourages superficial fixes over systemic change
Pro tip: Really turn your employees against your metric by mandating that they ask it in transactional ways. Think of in-store signage or when the customer is just leaving. In other words, every opportunity to make the ask seem arbitrary. Every organisation’s behaviour index is somewhere in that neighbourhood.
Despite Reichheld’s very public mea culpa, NPS endures. It is the one number plastered in every boardroom (Keiningham et al., 2014). A metric so beloved that its own father disowned it. And yet, here we are.
Businesses must actively engineer and continuously innovate this experience to drive success. Further, we define success as winning the triple crown: simultaneously growing revenues, Reducing Costs, and Improving Service.
Steve Towers, International Keynote, Author and Coach, defines Customer Experience
Steve has also published many articles and conference keynotes (see the MOT primer below) reviewing the continued evolution of this fascinating concept.
This understanding underpins the CEMMethod, first launched in 2006 and now in version 15. It is the idea that all work an organisation undertakes is, at a fundamental level, caused by Moments of Truth. In principle, everything a company does can and should be linked to a Moment of Truth.
We harness and bring to life this design principle through the Customer Performance Landscape. Connecting the dots from everything to the Cause of all work – The Moment of Truth.
Managing Moments of Truth
Enlightened ‘Outside-In’ organisations actively embrace Moment of Truth Management as an essential strategic and operational necessity to deliver engineered Customer Experiences. How so?
a. Designing for Moments of Truth – The Design-Implementation Gap
Early efforts were geared towards designing optimal Moments of Truth; however, simply mapping customer journeys has never been enough. It is one thing to agree on what a future state customer journey should be; it is entirely another to implement it. This Design-Implementation gap is precisely what kills the majority of Customer Experience initiatives.
b. Implementing optimised Moments of Truth
Successful deployment of innovated Moments of Truth is key to delivering optimal Customer Experiences. The most practical immediate results focus on a rapid rollout across a key experience, using the success of that rollout to validate the smooth rollout across the organisation. Establishing ownership, accountability, metrics, controls and improvement paths are part of this discipline.
c. Operationalising Moments of Truth
Once Moments of Truth have been designed, innovated and implemented into recrafted customer experiences, they need to be actively managed ‘in the moment’ and shared. Every Moment of Truth should feed to a corporate dashboard, with real-time data showing the performance of that MOT and its associated experiences. If things go wrong, the owner should be able to ‘course correct’ and real-time monitor the customer experience delivery.
Imagine a world without customer satisfaction surveys, no need for Net Promoter Scores, no focus groups, and no mystery shopping because you will know how 100% of interactions are performing 100% of the time.
Control and Action combined
The C-suite and leaders will now have a clear line of sight into every corner of the organisation and across the enterprise landscape, in real-time. One version of the data truth (and not all those departmental/divisional versions of reality).
The need for retrospective action evaporates. Immediate and laser-focused control can be maintained, delivering simultaneously enhanced service, lower costs, higher revenues, improved compliance and uber motivated employees.
The content discusses the importance of customer-centric business models and the role of process professionals in enhancing customer experiences. Companies like Amazon, Apple, and Zappos exemplify customer-centric practices. The Certified Process Professional (CPP) qualification equips individuals with skills to drive customer-focused changes, crucial for success in today’s market.
The significance of customer experience (CX) has evolved from measuring satisfaction to serving as the ultimate driver of business success. In today’s competitive landscape, brands must engineer and continuously innovate CX to secure the triple crown: growing revenues, reducing costs, and improving service. This article examines organisational strategies to achieve CX excellence through the CEMMethod® with support from actual case studies.
The Strategic Role of Customer Experience
Customer Experience directly affects company profitability while simultaneously improving cost efficiency and brand reputation. By optimising their customer journey, businesses see increased retention rates alongside sustained growth through established customer loyalty.
Organisations that deliver superior customer experiences achieve higher conversion rates and repeat business, along with enhanced pricing power.
Streamlining Customer Experience removes inefficiencies and support costs while boosting operational flexibility.
When businesses meet and exceed expectations, they build stronger brand trust and secure long-term customer engagement.
Applying the CEMMethod® to Transform CX
The CEM Method delivers a systematic process for building a customer-focused business strategy. Businesses can successfully track and improve customer experiences through this structured framework.
Through Customer Journey Management, businesses visualise customer interactions and associated processes and systems to locate friction points and discover improvement opportunities.
Experience Measurement involves analysing customer sentiment along with behavioural patterns and conversion triggers through data-driven insights. Moving beyond retrospective, subjective and reactive surveys to forward-thinking, objective and predictive operations.
Continuous Innovation involves the implementation of consistent enhancements which rely on immediate market impact and current market trends.
Case Studies: CX Excellence in Action
The success of top companies shows how they have perfected CX engineering by delivering clear results through their strategies.
Amazon revolutionised shopping convenience by combining AI personalisation with one-click purchases and ultra-fast delivery, which increased both customer engagement and revenue.
Tesla’s Digital-First Strategy enables service optimisation through direct consumer interactions and remote diagnostics, while software updates provide additional service efficiency and lower operational expenses.
Through mobile ordering combined with AI-powered recommendations and tiered rewards, Starbucks revolutionised customer experience while boosting both sales and brand loyalty.
Engineering CX for Future Success
Continuous business growth requires companies to focus on innovative customer experience solutions throughout every interaction point. Businesses maintain their competitive edge through proactive solutions like AI-driven personalisation combined with predictive analytics and adaptive customer service.
Conclusion: The Future of CX
Success in customer experience requires strategic engineering instead of reactive measures. Industries will see dominance from companies that constantly improve their customer experience through innovation and optimisation. Companies that choose to follow the CEMMethod® as their customer excellence guide can achieve the ultimate success in business.
Steve Towers, BPG’s Chief Experience Officer, is an expert in customer experience and process transformation who enjoys spreading his enthusiasm for this field through coaching, consultancy, keynote talks and books (twelve published).
Through the CEMMethod®, now in version 15, he and the BPG affiliates help companies win the triple crown 👑 —the simultaneous ability to Grow Revenue, Reduce Costs, and Improve service.
With over four decades of experience working with large enterprises worldwide, Steve has distilled the successful strategies of top-performing organizations into a proprietary methodology that can be easily imparted to CX and Process teams and executives.
His forte lies in envisioning the future of customer-centricity, customer experience, process management and realizing long-term benefits from business transformation. Steve’s approach combines customer-focused thinking, cutting-edge technologies, and a human touch.
Steve is also an entrepreneur and an early-stage investor in innovative software companies.
Gert Jacobs has received the ‘Change Architect of the Year’ Award for 2024-25 for his transformative contributions to customer experience at MultiChoice Group. With over 20 years of experience across various industries, he excels in optimizing products and services, enhancing customer satisfaction, and leading strategic initiatives in customer experience management.
The BP Group and Affiliates are thrilled to announce Gert Jacobs, Manager of Customer Experience Design at MultiChoice Group in Johannesburg, South Africa, as the distinguished recipient of the ‘Change Architect of the Year’ Award for 2024-25.
Gert Jacobs has cultivated an extraordinary career spanning over two decades across diverse industries such as construction, finance, production, retail, and entertainment. His ability to integrate deep technical expertise with visionary leadership has earned him a reputation as a pioneer in customer experience transformation and organizational growth.
Currently serving as a Customer Experience Consultant/Advisor and Customer Experience Design Manager at MultiChoice, Gert has led pivotal strategic initiatives, optimizing products and services, championing customer value propositions, and training teams in Customer Experience Management Methods. His prior roles as a Customer Journey Architect and Workforce Planner further illustrate his remarkable contributions to improving customer satisfaction and business process optimization.
Proven Track Record: Our mentors and coaches have successfully guided numerous organizations through transformative CX initiatives, resulting in enhanced customer loyalty and increased profitability.
Customized Solutions: We understand that every business is unique. Our experts tailor their approach to meet the specific needs and challenges of each client, ensuring sustainable and impactful results.
Innovative Methodologies: Leveraging the latest CX Next Practice approaches, our team provides forward-thinking strategies that keep businesses ahead of the competition in the ever-evolving digital age.
Join the Movement
Partner with ACX/BP Group and embark on a journey towards CX excellence. Our mentors and coaches are here to guide you every step of the way, from strategy development to execution. Together, we can elevate your business to new heights of success and customer satisfaction.
Get in touch with our team to learn more about how our ACX Mentors and Coaches can help your organization thrive:
Email: info@bpgroup.org
Phone: +44 (0) 7429 518277
Discover the difference that dedicated mentorship and innovative strategies can make. Let’s create a brighter future for your business, one exceptional customer experience at a time.
Steve Towers, BPG’s Chief Experience Officer, is an expert in customer experience and process transformation who enjoys spreading his enthusiasm for this field through coaching, consultancy, keynote talks and books (twelve published).
Through the CEMMethod®, now in version 15, he and the BPG affiliates help companies win the triple crown 👑 —the simultaneous ability to Grow Revenue, Reduce Costs, and Improve service.
With over four decades of experience working with large enterprises worldwide, Steve has distilled the successful strategies of top-performing organizations into a proprietary methodology that can be easily imparted to CX and Process teams and executives.
His forte lies in envisioning the future of customer-centricity, customer experience, process management and realizing long-term benefits from business transformation. Steve’s approach combines customer-focused thinking, cutting-edge technologies, and a human touch.
Steve is also an entrepreneur and an early-stage investor in innovative software companies.
The content discusses the importance of customer-centric business models and the role of process professionals in enhancing customer experiences. Companies like Amazon, Apple, and Zappos exemplify customer-centric practices. The Certified Process Professional (CPP) qualification equips individuals with skills to drive customer-focused changes, crucial for success in today’s market.
Professionals looking to improve their customer experience (CX) strategies need Global CX courses from organizations like the BP Group and The CX Academy.
These courses deliver complete instruction on advanced CX methods alongside practical instruments and certifications that are acknowledged across the industry. Through program participation, individuals learn to enhance customer experiences while streamlining processes and mastering CX management techniques.
The courses provide instruction for various expertise levels from beginners to advanced learners so participants can use what they learn right away to create significant organizational impact.
If you know of courses of merit not listed here please let us know (click the button)
The BP Group offers this four-day course exploring advanced customer experience strategies, emphasizing the CEMMethod™. Participants learn how to optimize experiences and streamline processes for impactful results.
Pros:
Comprehensive CX strategy approach applicable to diverse industries and globally recognised certification.
Qualification is based on completion of Exercises based on the delegate’s work.
It does not require a ‘bubble box’ test as it is based on understanding rather than just recall.
Underpinned with the ‘Learning by Doing’ style, rather than theoretical ideas.
Global consultancy and training partners
Cons:
Requires a 4-day time commitment,
It may be intensive for beginners. (See the ACX Professional®)
Pricing: $2,995 for full accreditation. Early bird discounts may apply.
Also provided by the BP Group, this 2-day course is ideal for individuals seeking foundational knowledge and practical tools for implementing customer experience management effectively.
Pros:
Short duration,
practical tools for immediate application,
suitable for all levels.
Cons:
Limited in-depth exploration compared to longer courses.
This three-day program, offered by the BP Group, blends advanced customer experience strategies with process management techniques, equipping participants to champion CX initiatives within organizations.
Pros:
Combines CX and process management and builds leadership skills.
Suited also to non CX executives and career professionsals as it doesn’t perceive CX as another silo
Cons:
Requires completion of the ACX Master certification
4. Professional Diploma in Customer Experience (CX)
Offered by The CX Academy, this diploma program spans 10 modules, including CX strategy development, implementation, and best practices for enhancing customer satisfaction.
Pros:
Extensive content,
industry-relevant curriculum,
well recognized.
Cons:
Longer duration,
higher cost compared to shorter courses.
Pricing: $3,230.
5. AI for CX Micro Course
A groundbreaking addition by The CX Academy, this course explores how artificial intelligence can revolutionize customer experience strategies
Pros:
Focus on emerging AI trends,
highly specialised.
Cons:
Very Narrow scope, l
ess helpful for broader CX strategies.
Pricing: $420.
6. Professional Certificate in Customer Experience (CX)
A self-paced, 6-module certification course that introduces the fundamentals of customer experience and equips learners with practical application skills.
Pros:
Flexible schedule,
accessible for beginners,
affordable.
Cons:
Lacks advanced content for seasoned professionals.
This globally recognised certification from the CXPA (Customer Experience Professionals Association) tests CX expertise and requires candidates to demonstrate an understanding of the six CXPA key CX disciplines
Pros:
Provides recruiters with an acknowledgement that you understand the CXPA six CX disciplines.
Broad coverage of CXPA CX disciplines with CX industry-recognition.
Cons:
Requires prior experience and a rigorous test certification process.
Require repeat payment(s) to maintain the credential.
Perceived as more theoretical
Pricing: $645, $35 Testing, $348 Retesting, $449 Recertification, $100 Recertification Late Fee and Reinstatement Testing $645.
8. Coursera CX Courses
Learn the fundamentals and advanced concepts of customer experience through Coursera’s various CX-focused certifications.
Pros:
Flexible and affordable
university partnerships, suitable for all levels.
Cons:
Quality varies by course, and
some certificates may lack prestige.
Pricing: Individual courses start at $49, while Coursera Plus subscriptions cost $59 per month or $399 annually.
9.HubSpot Academy CX Courses
HubSpot’s courses are tailored to help individuals and teams improve customer service and CX strategies, ensuring better customer engagement.
Pros:
Free options available,
practical and
business-focused content.
Cons:
Limited to HubSpot’s ecosystem,
very narrow focus.
Pricing: Free of charge for most courses and certifications.
10. Forrester CX Certification Courses:
Forrester provides advanced certifications for professionals keen on mastering cutting-edge CX strategies and research-backed methodologies.
Proven Track Record: Our mentors and coaches have successfully guided numerous organizations through transformative CX initiatives, resulting in enhanced customer loyalty and increased profitability.
Customized Solutions: We understand that every business is unique. Our experts tailor their approach to meet the specific needs and challenges of each client, ensuring sustainable and impactful results.
Innovative Methodologies: Leveraging the latest CX Next Practice approaches, our team provides forward-thinking strategies that keep businesses ahead of the competition in the ever-evolving digital age.
Join the Movement
Partner with ACX/BP Group and embark on a journey towards CX excellence. Our mentors and coaches are here to guide you every step of the way, from strategy development to execution. Together, we can elevate your business to new heights of success and customer satisfaction.
Get in touch with our team to learn more about how our ACX Mentors and Coaches can help your organization thrive:
Email: info@bpgroup.org
Phone: +44 (0) 7429 518277
Discover the difference that dedicated mentorship and innovative strategies can make. Let’s create a brighter future for your business, one exceptional customer experience at a time.
Steve Towers, BPG’s Chief Experience Officer, is an expert in customer experience and process transformation who enjoys spreading his enthusiasm for this field through coaching, consultancy, keynote talks and books (twelve published).
Through the CEMMethod®, now in version 15, he and the BPG affiliates help companies win the triple crown 👑 —the simultaneous ability to Grow Revenue, Reduce Costs, and Improve service.
With over four decades of experience working with large enterprises worldwide, Steve has distilled the successful strategies of top-performing organizations into a proprietary methodology that can be easily imparted to CX and Process teams and executives.
His forte lies in envisioning the future of customer-centricity, customer experience, process management and realizing long-term benefits from business transformation. Steve’s approach combines customer-focused thinking, cutting-edge technologies, and a human touch.
Steve is also an entrepreneur and an early-stage investor in innovative software companies.
The content discusses the importance of customer-centric business models and the role of process professionals in enhancing customer experiences. Companies like Amazon, Apple, and Zappos exemplify customer-centric practices. The Certified Process Professional (CPP) qualification equips individuals with skills to drive customer-focused changes, crucial for success in today’s market.
Two certification programs stand out when it comes to gaining expertise in customer experience (CX): ACXM® (Accredited Customer Experience Master®) and CCXP (Certified Customer Experience Professional). While both aim to elevate professionals’ CX knowledge, they differ significantly in their approach, focus, and structure.
A seasoned trainer and advocate for customer-centric strategies recently illuminated these differences. According to the trainer, the ACXM certification is a dynamic program that is continuously evolving to incorporate the latest trends and case studies in the CX industry. This makes it remarkably adaptable to changing customer expectations and business needs. In contrast, the CCXP certification leans toward a structured, academic approach, offering a stable foundation but with fewer updates reflecting real-time industry shifts.
The ACXM program stands out with its multi-tiered structure, accommodating varying levels of expertise. Participants can progress from being a CX Advisor to an ACX Champion, ensuring a tailored learning journey. At the heart of this program is the emphasis on real-world case studies, allowing participants to dive into customer needs and expectations. This hands-on approach equips them with practical insights to create meaningful, customer-centric solutions.
Additionally, the ACXM program integrates global trends in CX, highlighting the importance of staying ahead in a competitive market. Participants are introduced to innovative frameworks and metrics to drive successful customer outcomes. The program also emphasizes the critical role of pricing strategies tailored to different markets and the power of networking within the CX community.
Beyond the training, the ACXM certification offers ongoing support and resources to its participants. This ensures that they remain connected to the latest developments in CX and continue to refine their expertise long after completing the program.
By comparing these two certifications, the trainer underscores the importance of choosing the right program based on individual goals and learning preferences. Whether one focuses on acquiring practical, real-world CX strategies through ACXM or building a strong academic foundation with CXPA, both certifications pave the way for professional growth and enhanced customer experiences.
Recently, peer reviews have recognised the ACX program as one of the world’s top ten training programs. Highlights
🌍 Global Perspective: The ACXM program has a global focus, integrating insights from trainers worldwide, unlike the more U.S.-centric CXPA.
🚀 Dynamic Learning: ACXM evolves with time, offering updated case studies and methods, while CXPA remains more static and academic.
🔍 Real-World Application: The ACXM certification emphasizes practical application through case studies that participants can relate to their experiences.
📈 Customer Centricity: The program teaches a shift from customer segmentation to customer categorization, focusing on specific needs rather than broad demographics.
📊 Innovative Frameworks: The ACXM utilizes frameworks like the Outside-In Strategic Matrix and Six-Step Innovation to instill a customer-first mindset.
🤝 Networking Opportunities: Participants can engage with a community of over 140,000 individuals, enhancing their learning experience through shared insights.
💰 Affordable Pricing: The program offers regionally adjusted pricing to make it more accessible to participants in different economic contexts.
Key Insights
🌐 ACXM vs. CCXP: The ACXM certification offers a more flexible and relevant curriculum than the CCXP program. While CCXP may be considered an academic exercise, ACXM focuses on current trends and practices that adapt to the rapidly changing customer experience landscape. This adaptability is crucial for professionals who must stay ahead in an evolving industry.
🧠 Customer Centricity Redefined: The transition from customer segmentation to categorization reflects a significant shift in how businesses approach customer needs. Organizations can tailor their services more effectively by focusing on categorization based on specific needs rather than demographics, thereby improving customer satisfaction and loyalty.
📚 Integration of Case Studies: Using real-world case studies in the ACXM program enhances the learning experience by providing practical examples that participants can relate to. This approach helps in understanding theoretical concepts and facilitates their application in real business scenarios, fostering innovation and strategic thinking.
🚀 Six-Step Innovation: The Six-Step Innovation process taught in the ACXM program equips professionals with a structured approach to innovate their services and processes. This framework encourages constant reassessment and adaptation, essential in a market where customer expectations continually evolve.
📊 Measuring Success: The introduction of tools like the Disruption Factor allows organizations to evaluate the effectiveness of their customer experience strategies. By establishing clear cost, revenue, and service quality metrics, businesses can make informed decisions that drive growth and improve customer satisfaction.
🤝 Networking as a Resource: The vast community of CX professionals offers a unique networking opportunity that can significantly benefit participants. Engaging with peers allows for exchanging ideas and best practices, fostering a collaborative environment where individuals can learn from each other’s experiences and challenges.
💡 Adaptation to Local Markets: The program’s pricing strategy demonstrates an understanding of regional economic conditions, making it more accessible to a broader audience. This approach encourages participation and helps build a diverse community of professionals who can share insights relevant to their specific markets.
Overall, the discussion highlights the importance of ongoing education and adaptation in the field of customer experience, emphasizing that professionals must stay informed about the latest trends and methods to meet their customers’ ever-changing expectations. The ACXM® program, with its practical focus and dynamic content, offers individuals an opportunity to enhance their skills and knowledge in a manner that is relevant and immediately applicable to their work.
Why Choose ACX/BP Group?
Proven Track Record: Our mentors and coaches have successfully guided numerous organizations through transformative CX initiatives, resulting in enhanced customer loyalty and increased profitability.
Customized Solutions: We understand that every business is unique. Our experts tailor their approach to meet the specific needs and challenges of each client, ensuring sustainable and impactful results.
Innovative Methodologies: Leveraging the latest CX Next Practice approaches, our team provides forward-thinking strategies that keep businesses ahead of the competition in the ever-evolving digital age.
Join the Movement
Partner with ACX/BP Group and embark on a journey towards CX excellence. Our mentors and coaches are here to guide you every step of the way, from strategy development to execution. Together, we can elevate your business to new heights of success and customer satisfaction.
Get in touch with our team to learn more about how our ACX Mentors and Coaches can help your organization thrive:
Email: info@bpgroup.org
Phone: +44 (0) 7429 518277
Discover the difference that dedicated mentorship and innovative strategies can make. Let’s create a brighter future for your business, one exceptional customer experience at a time.
Steve Towers, BPG’s Chief Experience Officer, is an expert in customer experience and process transformation who enjoys spreading his enthusiasm for this field through coaching, consultancy, keynote talks and books (twelve published).
Through the CEMMethod®, now in version 15, he and the BPG affiliates help companies win the triple crown 👑 —the simultaneous ability to Grow Revenue, Reduce Costs, and Improve service.
With over four decades of experience working with large enterprises worldwide, Steve has distilled the successful strategies of top-performing organizations into a proprietary methodology that can be easily imparted to CX and Process teams and executives.
His forte lies in envisioning the future of customer-centricity, customer experience, process management and realizing long-term benefits from business transformation. Steve’s approach combines customer-focused thinking, cutting-edge technologies, and a human touch.
Steve is also an entrepreneur and an early-stage investor in innovative software companies.
