How To Love a Customer

Why the people closest to your customer are the last ones asked | Jai Patel (Principal | Retail Excellence & Consumer Experiences, Nike)

In this episode of How to Love a Customer, Jai Patel, Principal | EMEA Nike Store Partner Management : Retail Excellence & Consumer Experiences — a retail leader who started on the shop floor at 15 and has since worked across Next, Selfridges, Bicester Village, and Dyson — shares how the gap between boardroom strategy and in-store execution is the real CX problem most brands aren't solving. The moment that crystallised it for him: standing in a Nike store in Liverpool while customers shouted at his team because the receipt printer was broken, and realising the operational failure was only half the story. The other half was that nobody at head office had thought about what it felt like to be the person in the middle of it. Jai traces how that observation shaped his work at PVH — where he found store teams delivering brand programmes "robotically," running through mental checklists instead of actually connecting with shoppers. The fix wasn't a new process. It was building the feedback loop that had never existed: giving store associates a platform to say what they saw, what customers were frustrated by, and what corporate decisions were making their jobs harder. He describes the moment in France when 30 store managers stopped engaging within five minutes, and what it took to earn their trust — including telling them plainly that he'd stood where they were standing. He also walks through the Bicester Village WhatsApp initiative — how a luxury outlet destination maintained its high-touch experience during COVID by connecting real store team members with shoppers via WhatsApp rather than routing them to a chatbot. Getting the brand partners on board meant mapping two different customer journeys and finding where they actually overlapped. The tech was straightforward. The alignment wasn't. Tune in to learn why consumers remember intent, not efficiency — and why the companies that build great retail experiences are the ones that treat their store teams as a source of insight, not just a vehicle for execution. Jai is about to start a new chapter at Nike's corporate partner store team, which makes this conversation a rare look at how someone with 30 years of floor-up experience thinks about strategy from the inside.

How a subscription cancellation became a company-wide act of kindness | Jordan Cousins (Director of CX Operations, Who Gives A Crap)

In this episode of How to Love a Customer, Jordan Cousins, Director of Customer Experience Operations at Who Gives A Crap, shares how a single cancellation email — from the family of a long-time customer moving into aged care — turned into a company-wide moment of generosity. The customer happiness team spotted the signal, asked a couple of careful questions, and before long the internal Slack thread had exploded with ideas. Welcome gifts went out. The co-founder wrote a handwritten letter. No tracking, no referral code, no social post attached. Jordan explains how Who Gives A Crap's "random acts of crappiness" work precisely because they aren't measured. He walks through why the company deliberately splits customer happiness (the frontline) from customer experience (the insight work) while keeping them in one department, and why that separation makes both jobs better. Drawing on nearly seven years at the profit-for-purpose paper brand — and earlier stints launching Deliveroo in Australia — he makes the case that kind gestures only land when the fundamentals underneath already work. He's equally direct on what's overhyped: the "deliver and delight" trend minus the deliver, and the framing of AI as a solution rather than a tool. He shares the story of a chatbot the team built four years ago that quietly failed — not because it was bad, but because customers never saw it. Every touchpoint flowed through email, so customers hit reply. The new approach embeds AI into the email queue, handling the fast, low-emotion requests while keeping humans on anything that needs real judgement. Tune in to learn why Who Gives A Crap protects the human moments, automates the transactional ones, and does kind things for customers with nothing attached to the end of them — and why, in Jordan's words, "if it's a choice between a robot or a human, the human wins."

How a one-hour AI workflow turned a first meeting into a strategic partnership | Lisa Knowles (Strategic Program Manager, Miro)

In this episode of How to Love a Customer, Lisa Knowles, Strategic Program Manager at Miro, shares how she used an AI workflow she’d built inside Miro to prepare for a meeting with a Japanese customer she’d never spoken to. By pulling together CSM notes, scoping documents, annual reports, and competitor data, she walked into the room with tailored recommendations and a full presentation — in Japanese — ready in under an hour. The customer couldn’t believe it was their first conversation. Lisa explains how that moment crystallised something Miro had been building toward: a culture where customer centricity isn’t a slogan but an operating system. She breaks down how the company empowers every team to experiment with AI, why their “canvas is the prompt” philosophy keeps humans in the loop, and how their breakout AI Flows feature is driving new teams onto the platform by making multi-step AI workflows visual and transparent. She also gets into the practical mechanics of scaling customer insights: how CSMs save four to six hours per engagement with AI-powered research, why the “everyone should be an analyst” model only works with the right guardrails, and how Miro’s product teams take different approaches to customer data depending on whether they’re building widgets or full solutions. Along the way, she shares her take on why “alignment” is an overused buzzword, why Costco is the gold standard for customer loyalty, and what a handwritten note from a Delta flight crew taught her about the power of small gestures. Tune in to learn how Miro is turning its own platform into an engine for customer understanding — and why the companies that win aren’t the ones that talk about customer centricity, but the ones that build the systems to actually deliver it.

How a paper receipt redesign saved millions — and what it reveals about great product thinking | Lennard Winters (Product Manager, IKEA)

In this episode of How to Love a Customer, Lennard Winters, Product Manager leading IKEA's global customer audience platform, reveals two quietly powerful stories about what happens when you truly listen to customers. The first: a customer discovery session where shoppers admitted they'd stopped saving wishlists — because they trusted retargeted ads to remember their browsing for them. The second: how a digital product team found that simplifying IKEA's paper receipt (removing lines no customer actually used) saved millions in costs and improved the experience — all through subtraction, not addition. Lennard unpacks the philosophy behind IKEA's digital product approach: the "customers don't want a drill, they want a hole" principle that drives discovery; how 90% of IKEA's digital products are built globally with local exceptions only for legislation; and why empowered product teams — organised by customer journey ownership — are trusted to autonomously find and fix the problems that matter most. He explains how, at IKEA's scale, even small improvements compound into enormous value. He also shares how marketing and product are more intertwined than most organisations admit — and why "advertising as a product feature" might be the most honest description of modern personalised retargeting. Add in hot takes on hyper-personalisation as a buzzword to retire, Tesla's dashboard as the gold standard of cutting clutter, and a delightfully simple delivery SMS that won his heart — versus a telco whose disconnected systems represented everything CX should not be. Tune in to learn how thinking like a product manager can transform your CX practice — and why, sometimes, the most valuable thing you can do for your customer is figure out what to remove.

How a Facebook message uncovered the difference between brand voice and customer trust | Domonique Brown (Head of Customer Experience, Liquid IV)

In this episode of How to Love a Customer, Domonique Brown—Head of Customer Experience at Liquid IV—shares how one frustrated customer completely changed her approach to building CX at scale. Early in her time at the company (when she was just employee #11), Domonique responded to a Facebook message with playful brand energy borrowed from her beauty industry background. Within minutes, that customer called—upset, frustrated, and feeling dismissed. They had a medical condition Domonique wasn't familiar with, and what she thought was engaging came across as generic and uncaring. That moment taught her the most important lesson of her career: when customers are putting your product in their bodies, trust beats brand voice every single time. Domonique unpacks how that interaction shaped seven years of customer experience strategy at Liquid IV, a company that went from $20 million in revenue to a billion-dollar brand now part of Unilever. She explains why CPG customer experience is fundamentally different—customers aren't just buying a product, they're making choices about their health and wellness. From college athletes to people managing POTS (Postural Orthostatic Tachycardia Syndrome), every customer has different needs, concerns, and expectations. Liquid IV's CX team had to learn how to instill confidence and trust, not just deliver great service. She also reveals how Liquid IV uses AI strategically—deploying chatbots for simple, repeatable tasks like product questions and order tracking, while empowering human agents to handle complex, trust-building moments. The result? Customer satisfaction scores actually improved after implementing AI because agents could focus on what they do best: building relationships, solving problems, and going above and beyond. Domonique also shares how her team built "surprise and delight" into their formal annual strategy, supporting loyal customers (especially the POTS community) during financial hardship and reaching out to top fans with exclusive gifts and flavors. Drawing from her experience scaling CX through hyper-growth, Domonique breaks down why training is a lost art—and how teaching agents to think strategically (not just close tickets) creates a culture of ownership and empathy. She explains why negative feedback is a gift (customers complaining means they care), why there's no single "hero metric" for CX success, and why democratizing voice of customer data across quality assurance, product, marketing, and operations is what separates good companies from great ones. Tune in to learn why listening to customers—especially the difficult conversations—drives competitive advantage, why AI should free up humans (not replace them), and how one upset phone call can reshape an entire CX philosophy for years to come.