Ger Doyle

I help companies build and run the customer experience operation that scales — the operating model, governance and insight engine underneath it. Twenty years leading CX and operations across SaaS, aviation, healthcare, financial services and BPO have taught me that most customer problems are operating-model problems in disguise: missed SLAs, slow onboarding, support that can't scale, insight that never reaches the people making decisions.

My focus is customer experience management and Voice of Customer done properly — turning NPS, CSAT and customer health data into something leadership actually trusts and acts on. At one global business, I inherited a VoC programme that internal audit had flagged: contacts were being cherry-picked, data quality was weak, and response rates were low, so nobody trusted the numbers. Working with the regional and executive teams, I audited and cleaned the contact base, streamlined the survey approach, and wired insight back to account teams through proper feedback loops. Response rates went from 6% to 30%, and the data became something the business could act on.

That's the pattern in most of my work: redesign how the operation actually runs, then leave behind the governance and the continuous-improvement engine that keep it improving after I've gone. In a global SaaS post-sales operation, that meant rebuilding service delivery across three regional hubs — lifting SLA adherence from 72% to consistently over 85%, moving CSAT from 65% to over 80%, and cutting onboarding cycles by a third.

I've done this from global enterprises like Roche, Citi and SITA through to building customer functions from zero. I work hands-on with leadership teams, bring enterprise rigour at the pace an independent engagement demands, and care most about the operation running better than I found it.

I take on CX and operations transformation, VoC and customer health programmes, service delivery redesign, and interim leadership.