Reviving the customer experience at SBS

For the past 5 years SBS had been measuring customer satisfaction, and every year the score was to put it bluntly, terrible. There was no designated person to drive customer satisfaction forward so it just stayed stagnant.

And that was for no longer, as I was about to give Customer Satisfaction a major glow up.


+7 → +38.2

Annual NPS, 2024 to 2025

3,500

employees globally across 50 offices

25

workshopsI faciliated

4.8/5

average feedback score

01

 The problem

On the surface my manager just wanted to improve the NPS 

On my first day, my manager sat me down with a ‘kick off for customer satisfaction’ slide deck. Most of it pointed at one figure, NPS +7, and it needed to be +25 by September.

My background is psychology and human-computer interaction design, so being given just a score to reach doesn’t really mean much to me. I was interested in what was behind the score, and who was driving it.

I gave this feedback and I was pleasantly surprised that I could go away to research properly, then come back with an approach I thought was better suited to my style of improving customer satisfaction.

And with that off I went to Paris where SBS HQ is so I can talk to those moulding the customer experience in person. I was a one woman team, so it was super important to maintain communication across the company to stay in the know.