Customer experience is your most under-leveraged growth channel.
or take the 5-minute CX Score first →
Most CX problems aren't where you think they are. They're strategy problems showing up downstream, in returns flows, product pages, and post-purchase comms. The inbox is just where the symptoms surface. I help executive teams find the real cost, and fix it at the root.
That's the work. And it starts with a Deep Dive, across the whole customer journey, not just the inbox.
If any of these sound familiar, we should talk.
I work with founders and executive teams at Aussie businesses with a customer support team who know CX is the part of the business they keep meaning to get to, but haven't.
You're growing fast, and CX hasn't had the same strategic attention as sales, product, or marketing.
You've got an offshore or outsourced team, and you don't have real visibility into what's actually happening in customer conversations.
CSAT looks fine on a dashboard, but you suspect it's not telling you the whole story.
CX feels like a cost center you're managing down, not a growth lever you're investing in.
No one at the leadership table owns CX end to end, or the person who does is too stretched to think strategically.
You've tried to fix it internally. It hasn't stuck, and it keeps coming back to you.
Including MILKRUN, Car Next Door, EHPlabs, LEGO Australia, Koala, General Pants, Zero Co, Skutopia, St Frock, StoreLocal, SOI, TileCloud, Boyce, and Breadcrumb.
When you bring me in, this is
how we start.
I spend two to three weeks inside your operation, looking at the whole customer journey, not just the inbox. Tickets, tools, team, metrics, refund flow, product pages, shipping comms. I find what growth has actually exposed: where it's breaking, where it's leaking, where it's costing you more than it should.
You walk away with a full findings report, a ranked list of opportunities sized by impact, specific project recommendations, a clear 90-day plan you can take and run yourself or work with me on, and an hour together to walk through everything.
What it looks like in practice.
Real anonymised work from brands I've been inside. Names redacted. Outcomes real.
From 71% CSAT to 94%, and held there.
I stepped in as embedded leadership. CSAT was sitting at 71%, tickets waiting 19 hours for a first response, cost-per-order at $0.45. I owned the function end-to-end through a Deep Dive, then an embedded engagement.
- CSAT 71% → 94% within 90 days, sustained 88–93% for 2+ years since
- One-touch resolution 12% → 75%+
- Volume scaled 2× through growth peaks, same team
$225k/year retained, from one root cause.
Peak trading hit and support volume exploded. The team got blamed, but the data told a different story: friction in the post-purchase journey, not team performance, was driving the spike.
- Traced 60% of support volume to one root cause in the post-purchase journey
- ~$225k/year retained revenue projected from a 5% refund-rate fix
- TPO embedded as a commercial health metric, not just operational
Predictable peaks. Unprepared capacity.
Volume doubled through Q4 every year, like clockwork. But staffing didn't flex with it. Response times collapsed from 2 hours to 40+. CSAT followed, dropping from 82% to 54%. The team was fine. The operating model wasn't.
- Surfaced a 12-month forecast model tied to the commercial calendar
- Pathway to stabilise CSAT in the 80s through peak trading
- Reframed support as a journey signal, not just a staffing problem
Then I help you actually do it.
I work with a handful of brands at a time. After your Deep Dive, here's what working together can look like.
I coach
- Weekly working sessions with your CX lead
- Strategic direction on roadmap and decisions
- 1-on-1 leadership coaching for new and emerging CX leaders
- On-call Slack/email for the messy bits
- Often looks like this when you already have a CX manager in seat
I strategise
- I own specific projects from the Deep Dive plan
- Embedded in your tools and your team
- Weekly delivery sessions plus async work
- Often looks like this when no one internally has the runway
I get hands on
- I own about 80% of delivery end-to-end
- Direct team management, hiring, vendor calls
- Reporting line into you, executive cadence
- Often looks like this when CX leadership is the gap itself
Pricing scoped honestly after the Deep Dive, based on what's actually needed, not a price list I wave at you.
Hi, I'm Sarah.
I've spent nearly 20 years building customer experience teams, from 3 to 100+ people, across startups, corporates, and BPOs.
I was the founding Head of CX at MILKRUN, where I built the support function from scratch and kept CSAT at 90%+ every month through one of the wildest rides Aussie ecommerce has seen. Before that, I ran Member Experience at Car Next Door through a peer-to-peer marketplace's messy growing pains, and global CX at EHPlabs as it scaled across markets.
I started this because I kept watching ecom founders pour money into ads, brand, and tech, and treat customer service like a cost line. It's not. It's the most under-leveraged growth channel in your business, and the people doing the work deserve better than macros and good vibes.
Now my time goes into Deep Dives, embedded engagements, and coaching emerging CX leaders. The aim is the same as it's always been: customer service Aussie ecom brands are proud of.
Want to chat with me?
30 minutes. No pitch deck. No discovery framework. Just a real chat about what's happening in your CX, and whether a Deep Dive, or anything else, would help.
If we're a fit, I'll tell you. If we're not, I'll tell you that too.