About
I help companies grow by getting Customer Success and Experience right. I’ve built and…
Experience
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Frame & Form
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Licenses & Certifications
Volunteer Experience
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Board Member
BeLoved Atlanta, Inc.
- Present 8 years
Social Services
BeLoved Atlanta provides a two-year program and residential home to women who desire freedom from forced prostitution, trafficking and addiction in the city of Atlanta. We have three homes in the city & our location allows our residents to utilize the city’s resources, learn to overcome triggers, and live in a community of accountability during and following their participation in the program.
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Mentor
Techstars
- Present 6 years 11 months
Science and Technology
I support startups within the Techstars Atlanta cohort through mentorship to help accelerate their growth.
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Chair of the Board of Directors
BELOVED
- 3 years 2 months
Social Services
I served as the Chair of the Board for BELOVED, an anti-sex trafficking organization lovingly equipping brave women on their path to freedom.
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Executive Member
Revenue Collective
- Present 5 years 7 months
Science and Technology
The Revenue Collective is a private, invitation-only community of go-to-market executives at growth-focused companies.
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Blair W.
Just jumped on Sarah Caminiti's roundtable with Craig from SupportNinja and Greg from Boldr. We cut through the BPO industry BS and talked straight about what matters: treating support agents like humans, not commodities. If you're tired of vendors who promise everything while churning through people, this one's for you. Watch the full episode on YouTube: https://lnkd.in/gVgR4BhA
2 Comments -
Naji Nasser
You don’t need to burn everything down to bring in AI. We talk to a lot of teams who want to use AI but feel stuck. They think it means a full system overhaul, big costs, and weeks of disruption. It doesn’t have to be that way. At Nectar, we take a simpler path.. We layer AI into what’s already working. Think small tools that handle repetitive tasks, assist your team, and make things run smoother behind the scenes. No giant rebuild. No replacing people. Just smart support that grows with you. It’s faster, easier to adopt, and way more sustainable in the long run. If you’ve been curious about AI but hesitant to dive in, this might be a good place to start: 👉 AI Without the Overhaul 🔗 https://lnkd.in/genTF5s5 Let me know what you think — or if you’ve seen this work (or not work) in your team. #NectraBPO #AI #SupprtTeams #DigitalTransformation #BusinessGrowth
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Akshita Goel
If customers could skip your IVR… they would. That’s your opportunity. IVR wasn’t a mistake. It was the smartest way to scale when volume exploded, and teams couldn’t keep up. But today’s customers don't want menus. They want momentum. They want to speak naturally, be understood instantly, and get an outcome; not wait, repeat themselves, or press through a maze of options. People don’t hate automation. They hate feeling stuck. That’s why the next upgrade isn’t “IVR redesign.” It’s an agentic voice AI; systems that understand intent, complete tasks, personalize tone, and call in a human only for the moments that truly matter. You’re not replacing what you built. You’re evolving it for a customer who has already moved on. The only question is: Will they experience your brand as a menu… or a conversation?
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The Contact Center Show
For decades, leaders have debated whether the contact center should be a cost center, a profit center, or something in between. In this episode, Amas Tenumah and Bob Furniss cut through the noise and tackle the question head-on: Is the contact center truly a profit center—or are we just telling the story wrong? Amas argues that the CFO decides the labels, not us, and that contact centers suffer from being terrible storytellers compared to marketing. Bob reinforces that stories, not spreadsheets, are what move executives to invest in customer experience. Together, they break down how leaders can turn raw data into persuasive narratives that actually secure budget, influence the C-suite, and prove value. What You’ll Learn in This Episode: Why the “profit center” debate hasn’t gone away—and probably won’t. The crucial difference between value creation and revenue generation. How marketing gets credit (and budget) despite spending every dollar they touch. Why endless Excel spreadsheets put executives to sleep—and what to do instead. The art of translating metrics into stories that CFOs and CEOs actually care about. Practical steps for contact center leaders to elevate their influence in the boardroom. Key Quotes: “The CFO decides what’s a cost center and what’s a revenue center. We are just bad at telling our story.” – Amas “People don’t remember your statistics. They remember your stories.” – Bob “Marketing spends money all day, but they’ve convinced the world they’re indispensable. We should learn from that.” – Amas Episode Highlights: (01:00) Revisiting the old debate: profit center vs. cost center. (02:30) Why marketing gets treated differently—and why service leaders should care. (04:30) The deadly sin of sending executives binders of metrics. (06:00) How to tell stories executives will remember—and fund. (09:00) Using customer stories to anchor your data. (11:30) Why your relationship with marketing and the CFO matters most. (12:45) Teaser: Amas & Bob will be recording LIVE at the ICMI Contact Center Expo in Orlando, Oct 27–30. Full episode on Spotify: https://lnkd.in/gGhZp3Mt
6 Comments -
Ethan Giffin
Every manufacturer wants to see instant adoption after a portal launch. But quick adoption often means you waited too long. If your customers are logging in the moment you launch, it’s because they were already frustrated. They wanted self-service long before you offered it. That’s why, at Groove, we set a clear goal: within 12 to 18 months, 8%–10% of total revenue should flow through the portal, and it must be sustainable. Here’s how we make that happen: 1/ Build an activation plan 2/ Get sales bought in 3/ Start with your best customers 4/ Track adoption weekly Sustained adoption isn’t luck. It’s the result of a clear plan, consistent follow-up, and a team that stays accountable.
1 Comment -
Ruth Rose
We're drowning in CX data. NPS, CSAT, CES, churn rates... the dashboards are overflowing. We've never had more information about our customers. Yet, for so many organizations, strategic change remains elusive. The needle isn't moving on the core issues that drive customer frustration. Why is there such a massive gap between gathering data and driving impact? As I see it, many CX leaders fall into a few common traps that render their analytics efforts ineffective. It’s not a data problem; it’s a translation and influence problem. Here are the three biggest reasons why CX insights fail to land: 💡 Reporting on the ‘What,’ Ignoring the ‘Why.’ Too many CX reports are data dumps. "Net Promoter Score dropped by 3 points." This is the 'what'. It's a fact, but on its own, it's useless. Effective leaders dig deeper. Why did it drop? And most importantly, what is the business impact of that 3-point drop? Using historical data, you can translate that into tangible risk: "$X in potential churned revenue," or "a Y% increase in support costs." Without the 'why' and the 'so what,' data is just noise. 💡 Failing to Speak the Language of the Business. CX leaders often present their findings in the language of CX—scores and verbatim quotes. The C-suite speaks the language of business—revenue, cost, and efficiency. When you ask a CFO to invest $500,000 in a new training program, the answer will likely be no. When you show that same CFO that poor first-contact resolution is costing the company $2M annually in repeat calls and customer churn, and a $500,000 investment in targeted training will generate an ROI of 300% within 12 months... you're no longer just the "customer person." You're a strategic business partner. 💡 Presenting Insights Without Actionable Recommendations. An insight without a clear recommendation is just trivia. The final common failure is handing off a report and expecting other departments to connect the dots. Don't just say, "Customers are frustrated with the checkout process." Instead, propose: "Data shows that 35% of cart abandonments happen at the payment stage, costing an estimated $75k per month. We recommend the Product team prioritize adding a 'guest checkout' option in Q4. We project this will recover 15% of that lost revenue." This approach provides the insight, quantifies impact, suggests a specific solution, and assigns clear ownership. The Path Forward: At Transcom, we're helping CX leaders become strategic data architects; transforming data from a rearview mirror into a GPS for the organization's future with dedicated CX Insights Hubs. We're helping build bridges between customer sentiment and the balance sheet, turning insights into influence and influence into impactful change. Stop reporting. Start translating, quantifying, and recommending. That is how you earn a seat at the strategy table.
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