JC Quintana

Yeah, very true.

And I think that we all have a job in the experience journey of our customers.

And it is holistic by definition, but not by function.

And what I mean by that is that it's not the job of every member of the company to

To deliver on the whole experience, but to deliver well on a very specific piece that feeds to the experience, right?

And that's what we have to empower our support people to be able to say, okay, my part of the experience should include helping make it right where someone else did not do the right thing.

in the experience journey.

If they fail in doing that or we're not accountable as we should have been to that experience, somebody else didn't do it, who is it that is going to make it right?

But yeah, we all have a piece that fits into the larger experience, but sometimes we take on a little too much and then fail altogether on the things that we should have delivered within our role.

And I don't blame people, by the way.

I don't blame people because I think that there are some fine lines between what is just a good human thing to do

And what is part functionally of our customer's customer experience program, right?

For example, I should be nice to you because I'm a human being and kindness should be incorporated into the way we do business with everybody.

But if I'm going, you know, as far as giving you a product for free, thinking that I'm kind, then I'm stepping over the objective of the customer experience of my company, which is helping the individual.

use the product as intended, making it more easy for them to do what they're using the product to do, and then connecting them emotionally in some way, like making it easy and enjoyable.

And I think we can talk about that, right?

What's the psychology of doing things right?

What is the psychology of managing expectations that are human expectations versus our objective to deliver experience for the customer?

When do we separate it?

Where are the lines that separate each of those things?