Abhii Parakh

It's not just the digital experience. It's any experience. It could be a marketing email, a brand experience. All of those things together are experiences. Combined and together, the customer experience. And the way I always describe it is the brand is the promise, but the experience is the reality.

So I've always been passionate about design, about experience. Before leading this team, which I started in this role four years ago, I had various opportunities to interact with the customer experience team, with the design side of things. I was just fascinated about how they use empathy as their superpower, how they get to make things easier for customers.

So I've always been passionate about design, about experience. Before leading this team, which I started in this role four years ago, I had various opportunities to interact with the customer experience team, with the design side of things. I was just fascinated about how they use empathy as their superpower, how they get to make things easier for customers.

So I've always been passionate about design, about experience. Before leading this team, which I started in this role four years ago, I had various opportunities to interact with the customer experience team, with the design side of things. I was just fascinated about how they use empathy as their superpower, how they get to make things easier for customers.

And there's such an art and science to make these experiences consistently enjoyable. And there's so much power that can be unlocked if you do it right, but also so much emotion and frustration that can be unlocked if you don't pay attention to it. It is such an important aspect in our personal lives when we have a good experience and then we recommend that company.

And there's such an art and science to make these experiences consistently enjoyable. And there's so much power that can be unlocked if you do it right, but also so much emotion and frustration that can be unlocked if you don't pay attention to it. It is such an important aspect in our personal lives when we have a good experience and then we recommend that company.

And there's such an art and science to make these experiences consistently enjoyable. And there's so much power that can be unlocked if you do it right, but also so much emotion and frustration that can be unlocked if you don't pay attention to it. It is such an important aspect in our personal lives when we have a good experience and then we recommend that company.

When I go to a really nice hotel and you discover a really nice restaurant and you were wowed by the service, those experiences matter and it builds word of mouth, it builds recommendation. So I've always been passionate about this space. But then four years ago, when the opportunity was knocking on my door, I jumped at it because I had so much passion for the area.

When I go to a really nice hotel and you discover a really nice restaurant and you were wowed by the service, those experiences matter and it builds word of mouth, it builds recommendation. So I've always been passionate about this space. But then four years ago, when the opportunity was knocking on my door, I jumped at it because I had so much passion for the area.

When I go to a really nice hotel and you discover a really nice restaurant and you were wowed by the service, those experiences matter and it builds word of mouth, it builds recommendation. So I've always been passionate about this space. But then four years ago, when the opportunity was knocking on my door, I jumped at it because I had so much passion for the area.

And it's been really amazing to be able to lead such a talented group of people so that we can make an impact on Prudential's customer experience.

And it's been really amazing to be able to lead such a talented group of people so that we can make an impact on Prudential's customer experience.

And it's been really amazing to be able to lead such a talented group of people so that we can make an impact on Prudential's customer experience.

Yeah, exactly. It was almost exactly four years ago, actually. So where were we, right? What was the state of CX? I would say we had the right aspirations at the company. We actually had a documented cultural aspiration, which we have today as well, just to be customer obsessed, right? You can't survive for 150 years. You can't thrive as a company for 150 years, which is what Prudential has done.

Yeah, exactly. It was almost exactly four years ago, actually. So where were we, right? What was the state of CX? I would say we had the right aspirations at the company. We actually had a documented cultural aspiration, which we have today as well, just to be customer obsessed, right? You can't survive for 150 years. You can't thrive as a company for 150 years, which is what Prudential has done.

Yeah, exactly. It was almost exactly four years ago, actually. So where were we, right? What was the state of CX? I would say we had the right aspirations at the company. We actually had a documented cultural aspiration, which we have today as well, just to be customer obsessed, right? You can't survive for 150 years. You can't thrive as a company for 150 years, which is what Prudential has done.

We turned 150 years old this year. without that aspiration, right? Without that culture of customer obsession. So we had that aspiration, but I think it was hard to quantify that. It was hard. It wasn't tangible. What that really meant or how we were doing. So when we looked towards measurement,

We turned 150 years old this year. without that aspiration, right? Without that culture of customer obsession. So we had that aspiration, but I think it was hard to quantify that. It was hard. It wasn't tangible. What that really meant or how we were doing. So when we looked towards measurement,

We turned 150 years old this year. without that aspiration, right? Without that culture of customer obsession. So we had that aspiration, but I think it was hard to quantify that. It was hard. It wasn't tangible. What that really meant or how we were doing. So when we looked towards measurement,

We found that we were measuring our experience with customers in many different ways, pretty inconsistent across the board. So again, apples and oranges and how things were and very hard to get a full consistent picture across the board. We had some basic capabilities, right?