Sustainability, metrics, and the human side of CX
This article is part of a two-part reflection on Customer Experience leadership, drawn from interviews conducted by Lexden over the past 10 years. The leaders featured shared their approaches at the time – some have since moved on, and some brands have changed ownership. We’ve selected highlights that still offer practical relevance today.
The interviews featured include:
- Sarah Ringrose, Head of Customer Experience, Autoglass – 2015 to present
- Scott Fleming, Chief Customer and Commercial Officer, Bank of Cyprus UK – 2016 to 2019
(Bank of Cyprus UK operations were sold and rebranded as Cynergy Bank in 2018) - Roger Binks, Customer Experience Director, intu – 2013 to 2020
- Richard Shenton, Head of Customer Experience & Continuous Improvement, British Gas (Centrica) – 2013 to 2016
- Stephen Plimmer, Head of Customer Strategy & Insight, Kent Reliance (now part of OSB Group) – 2011 to present
- Toni Adams (now Toni Shergold), Head of Customer Experience, Carpetright – 2015 to 2019
- Kelly Iles, Head of Customer Experience, npower – 2012 to 2017
- Interviewed by Christopher Brooks, MD of Lexden 2007 – to present
In Part 1, we explored the foundations of effective CX leadership: committed executives, engaged employees, cultural alignment and insight that drives action.
Here, we focus on what helped those strategies stick – and evolve. How did these leaders sustain momentum? How did they measure what matters? And how did they use technology without losing the human touch?
CX Isn’t a Project – It’s a Practice
A consistent truth from these interviews is that Customer Experience must be embedded, not campaign-driven.
At Autoglass, Ringrose described it as “a continuum”. CX wasn’t something to finish – it was something to maintain. She worked across departments to make sure customer considerations were present in every discussion, not just CX-specific ones.
British Gas took a four-stage approach: Insight, Strategy, Delivery, Sustain. That final phase – keeping change in place – was what many saw as the hardest. Everyone can run a project. Few can maintain momentum once the spotlight moves.
Enduring programmes prioritised sustainability: training refreshed regularly, feedback integrated into meetings, recognition linked to everyday effort – not just exceptions.
Metrics Must Be Meaningful, Not Just Measurable
While Net Promoter Score (NPS) was the most cited KPI when we interviewed, several leaders challenged its value when used in isolation.
Shenton at British Gas noted that “chasing a number leads to superficial improvements.” He advocated defining “full potential” and then reverse-engineering the right measures.
At Bank of Cyprus UK, they deliberately chose Customer Effort Score (CES) for transactional performance. Scott Fleming saw it as more grounded and useful than asking about loyalty in a single touchpoint.
The warning was clear: metrics need context, relevance and actionability. Numbers without narrative are dangerous.
If you want to explore how to measure what really matters, we’ve recently shared an article on EXQ – a data-led approach that shows which experiences truly drive value. It helps organisations prioritise CX investment, estimate the return on improvements, and focus on the actions that increase share of wallet.
Technology Helps – But Experience Is Human
Most interviewees had adopted new tools, from chatbots and mobile apps to journey analytics and personalised CRM. But none suggested technology had replaced the fundamentals.
At Intu, Roger Binks described tech as the enabler of seamlessness – not the experience itself. His team invested in wayfinding apps, digital offers and omnichannel engagement, but the brand promise was built around emotion: “putting a smile on customers’ faces”.
Autoglass integrated Alexa bookings and advanced calibration tools – but still trained technicians on empathy and care. Carpetright digitised their estimator booking journey to reduce customer anxiety during a move – but retained human follow-up for reassurance.
Of course, since these interviews the technological playing field has changed, but the lesson remains relevant: technology accelerates CX, but people define it.
Great CX Is Everyone’s Job
CX programmes that endured were those embedded into daily operations.
British Gas aligned KPIs, rewards and rituals around customer experience. Intu used customer insight to influence everything from retail mix to parking design. Autoglass ensured every monthly meeting had a customer voice present.
Where CX lived in the margins, it faded. Where it was woven into the business model, it thrived.
Listening Is the Starting Point – And the Safety Net
Almost every Customer Experience leader ended their interview with a variation on the same message: listen. Listen to employees, listen to customers, and keep listening – especially when things seem to be working.
Listening wasn’t just a starting move. It was the fail-safe. The feedback loop. The course corrector.
As npower’s Kelly Iles put it, “You need to be prepared to go through the journey. It’s hard work but the rewards are great.”
Final Thought
Ten years on, the tools of CX may look different. AI, automation and analytics are now the norm. But the fundamentals haven’t shifted.
Leadership. Culture. Listening. Action.
These aren’t trends. They’re the foundations of effective customer experience, whether you’re a local lender or a multinational retailer.
The companies who got CX right didn’t do it by following a script. They did it by staying close to what matters – people. And that, it seems, never goes out of date.
Thank you to Customer Experience Magazine and the now closed MyCustomer magazine for hosting these interviews on their sites over the years.
If you’re a CX leader navigating similar challenges, we can help.
Lexden partners with CX teams worldwide to turn intent into impact – through mentoring, programme design and long-term delivery support.
Let’s talk about what’s next for your CX strategy.
