Experience Action

The Future of Measuring CX: Beyond Surveys, Scores & Spreadsheets with Rob Markey (CX Pulse Check - December 2025)

• Jeannie Walters, CCXP • Episode 144

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The most dangerous number in customer experience isn’t low—it’s shiny. In this CX Pulse Check, we unpack why a single score can seduce teams into storytelling that investors love and customers don’t feel, and we make a case for the harder, more honest work of proving value creation by cohort, not by kudos. With Rob Markey of Bain & Company and Harvard Business School, we discuss whether customer metrics predict growth or distract from it, and we separate real loyalty from repeat purchase.

We go straight at the NPS debate: what the score can predict, where it fails, and how it becomes powerful only as part of a system that links feedback to actions that change renewal, cross-sell, referrals, and cost-to-serve. We talk airlines, captive markets, and the language games behind “loyalty” programs that purchase repetition without building emotional commitment. Then we get practical. You’ll hear a little about how to read interaction telemetry for risk signals, and build models that translate service performance—wait times, abandon rates, repeat contacts—into forward revenue forecasts your CFO will respect.

This is a great listen for leaders who want both heart and proof: real-time feedback to understand emotion and expectation shifts, behavioral data to see what customers actually do, and investor-ready visuals like tenure curves and revenue per customer by acquisition year. If you’ve ever wondered how to tell a CX story that earns budget because it earns returns, tune in to this conversation.

If this resonates, follow the show, share it with your team, and leave a review wherever you listen to podcasts. Then send in a question you want us to tackle next at askJeannie.vip.


About Rob Markey
Advisory Partner, Bain & Company
Senior Lecturer, Harvard Business School

Rob Markey (https://robmarkey.com) is a Senior Lecturer at Harvard Business School and an advisory partner at Bain & Company. The creator of the Net Promoter System, he has spent more than three decades helping companies grow by earning customer loyalty and increasing the value of their customer relationships.

He teaches Managing Service Operations in the MBA program at HBS and hosts the Customer Confidential podcast, where he speaks with leaders building customer-centric businesses.

He is the co-author of The Ultimate Question 2.0 and a leading voice in the movement toward Customer Capitalism.

Follow Rob on...
LinkedIn: https://www.linkedin.com/in/robmarkey/


Articles Mentioned:
- The American Customer Satisfaction Index (ACSI): Quarter 3, 2025 - A Threat Potentially More Damaging Than the Great Recession (American Customer Satisfaction Index) -- https://theacsi.org/news-and-resources/press-releases/2025/11/13/press-release-national-acsi-q3-2025/
- CoStar (CSGP) Q3 2025 Earnings Call Transcript (The Motley Fool) -- https://www.fool.com/earnings/call-transcripts/2025/10/28/costar-csgp-q3-2025-earnings-call-transcript/

Want to ask a question? Visit askjeannie.vip to leave Jeannie a voicemail! (And don't forget to follow Jeannie on LinkedIn! www.linkedin.com/in/jeanniewalters/)

Jeannie Walters:

Welcome to CX Pulse Check, where I check in on what's happening in the world around customer experience with a special co-host. Now, I'm Jeannie Walters, CEO and founder of Experience Investigators, and I am thrilled to welcome today Rob Markey, who is with Bain and teaches at Harvard and does all sorts of cool things. So, Rob, welcome. I would love for you to share a little bit more about your background and what you're doing today.

Rob Markey:

Well, thanks, Jeannie. It's really nice to be on the show. And I I think you know I'm I'm a fan of yours. Um yeah, I'm I've been at Bain for 35 years. I founded the customer practice. I helped create something we call the Net Promoter System.

Jeannie Walters:

I left that out. I I just, you know.

Rob Markey:

No. Well, then some people it's it's negative for some people, right? Like the there's some people don't fully understand the difference between a score and a system of action. It's fine. Um it's too bad, but it's fine. And uh yeah, for the last couple of years I've been teaching the MBA students at Harvard Business School uh about how to think about you know running and and designing and improving service operations and organizations.

Jeannie Walters:

Excellent. Well, I'm just excited to see that customer experience is having a little bit of a moment in education right now. I'm seeing more programs. We're starting to really understand that business is more than just the back-end processes, and we have to really understand how to operationalize things in order to deliver for the customer. So it we're not quite there yet, right? Like there aren't there aren't too many people out there doing what you do, but I'm excited to see that there is something happening there.

Rob Markey:

Well, I will say that one of the one of the things that I think is interesting about that is um the course I'm teaching is a course I took 35 years ago. So it's new to some people, but this is actually many of the things that I'm teaching my students are simply updated versions of what I was taught.

Jeannie Walters:

Oh, that's cool.

Rob Markey:

And so it's I what one it sort of illustrates one of my beliefs, which is that none of the most important things that are really impactful in business are truly, you know, like blindingly new. They're they're all the the most important ones, the most impactful ones are really just almost obvious in hindsight.

Jeannie Walters:

It's very true. And I always get a kick out of things when they like a couple of years ago, they posted that they found, you know, what they thought was the world's oldest customer complaint letter, and it was like etched on a stone, you know. You know, the more the more you look back, it's kind of like, oh yeah, we've we've been doing this for a long time.

Rob Markey:

It's pretty fundamental.

Jeannie Walters:

It is, it is pretty fundamental. So I picked out a few topics that I thought we could have fun with because I know that you and I have had some fascinating discussions about, to your point, NPS, and also just kind of how we approach understanding the business impact of the work we do with customers and how they feel and all those things. So the first thing I grabbed was really a press release, but this is a press release from the American Customer Satisfaction Index, which is a well-known organization that tracks these things. And the uh subtitle here. So this is the American Customer Satisfaction Index, also known as the ACSI. They're quarter three 2025 um press release. And the the subhead here says a threat potentially more damaging than the Great Recession, the decoupling of seller profits from buyer utility. Now, that I'm gonna argue that's not the most elegant subhead.

Rob Markey:

It's it's certainly not written. It's it's certainly written in a bit of jargon, isn't it?

Jeannie Walters:

It is. And uh, but essentially what what they were saying was, you know, if we are seeing that some of these customer sentiments might go up, but maybe it's not reflected in the finances. And you know, how can we make sense of all of these things? So I'm I'm really curious on your take on this.

Rob Markey:

You know, I think that it's a great example of um a way in which sometimes sometimes metrics don't a single metric doesn't reflect what you're looking for. Because in some ways, these are sort of textbook definitions of bad profits, companies that are extracting value from customers rather than creating it. You know, they're hitting corner learning.

Jeannie Walters:

Can you say more about that? What do you mean when you say extracting value versus creating it? What do you mean by that?

Rob Markey:

Well, so so the essence of what creates uh, you know, in my language, a promoter is when you deliver so much value to a customer relative to their expectations, relative to what they could get elsewhere, relative to what they're paying for it, that they find it remarkable. You know, that they they they you've made their life better in some material way, which makes them happy to pay whatever price you're charging. So happy, in fact, that they're motivated to share that with friends, share that with loved ones. But when that's not true, right, when the opposite is true, when people feel resentful or angry or upset, when a company doesn't deliver what it has promised or what it what is expected in a significant way because they're overcharging or because they're under-resourcing or under-delivering. That's what that's what we tend to call bad profits. Things that are that are extracting value from the customer relative to what the customer could, you know, could or should get.

Jeannie Walters:

And I think that when we often talk about, I call it, the magic metric sometimes. Right? People sometimes say, oh, we need, we've got the one thing and we're gonna figure out everything.

Jeannie Walters:

If we're not connecting that to what are we trying to do as an organization, like what are we actually trying to achieve? Are we actually trying to um, you know, get those referrals? Are we trying to get more renewals? Or are the wheels falling off the bus? Like, are we not really delivering the basics? And that's why we're disappointing people. I think there's a mind game we play sometimes with looking at these metrics where we take those things apart.

Rob Markey:

You know, it's also worth exploring, Jeannie, because I don't know this. But you know, there can be a lot of reasons why over extended periods of time profits or growth are decoupled from satisfaction. One moment when that tends to happen is when for some reason the companies that we're looking at, the score, the metrics we're looking at, are when these companies are acquiring customers for whom the value proposition is not quite right. So you can get companies that are that are growing into new segments that are where they're basically discounting their way in or they're they're buying their growth. In which case, in the short run, they tend to show top line, you know, everything looks looks pretty decent. But in the long run, they're destroying shareholder value and they're making their their own lives more difficult several quarters out when they can't continue that growth. They can't, they're they're not generating the earnings that they expect.

Jeannie Walters:

Yeah.

Rob Markey:

So that could be one source of of what's going on here in some cases. And another source could easily be, you know, organizations in a in a time of real uncertainty, raising prices faster than they're raising the value they're delivering. And that tends to really frustrate customers.

Jeannie Walters:

Indeed. And we're seeing that everywhere right now, aren't we, with just the the increase in costs of products and you know delivery and everything else.

Rob Markey:

It doesn't tend to last forever.

Jeannie Walters:

We hope so. We hope so, Rob.

Rob Markey:

Well, no, I mean it it eventually, right? What has to in in any given industry, if if customers are fundamentally dissatisfied, it invites new entrants, it invites innovation. And unless there is a structural reason that that innovation or those new entrants are prevented from getting in, there's some sort of natural monopoly, or there's regulation that prevents competition, or people are are captive, right? Like if you're in if you live in certain cities that are only served primarily by one airline, yeah, you're captive. And in fact, if you really disaggregate the, for example, we we look at NPS for each of the airlines in each major market, and consistently every airline it has a lower NPS in their hub city. Why? Because there are customers in those cities who don't have a choice. They don't like that airline, but they don't have a choice.

Jeannie Walters:

Yep. And I think that's where also those loyalty programs have done a good and sometimes not so good job at that, because once you get into one of those as a customer, it's really hard to break away, even when you get disappointed or things aren't working or whatever. And um, it's funny when you know you and I are both travelers and I'll see different people in air airline lounges, and we talk about like, oh, you won't believe I had to fly the other one because there wasn't a direct flight or whatever. It's like it's it's very disruptive, and it feels very disruptive if you're kind of attached to those loyalty programs too. So that whole industry

Rob Markey:

Please stop calling them loyalty programs.

Jeannie Walters:

Right.

Rob Markey:

Call them, call them what they are, which is rewards programs.

Jeannie Walters:

Yeah, that's a very good point, too. Yeah, exactly.

Rob Markey:

They encourage behavioral loyalty, they don't necessarily or better said, repeat purchases. But in my my lingo, loyalty is an emotional connection, it's a it's a commitment that comes from a different place than habit or uh you know purely rational benefit. And some of the to be fair, some of the rewards programs do offer experiential and emotional benefits that that are you know better than than discounts and free flights and and all that stuff. But if the acid test is, you know, if a if a customer lost those benefits, would they remain, quote, loyal to that airline? Yeah, that's that's the issue. That's what you're raising.

Jeannie Walters:

I think the uh the business leaders, you know, asking that question, that probably is a tough question to be honest about in some cases, but I think it's really it's it's an excellent kind of challenge to make sure that we are delivering enough to create those emotional connections.

Rob Markey:

Well, and if I was uh if I was selling a rewards platform, would I what would I call it? Would I call it a rewards platform? No, I'd call it a loyalty platform because it sounds better, but it's really not.

Jeannie Walters:

Yep, exactly, exactly. Well, and that's I mean, the same thing can be said about the word satisfaction, right? Like people have never said, you know, how's your marriage going? I'm satisfied, right? Like that is not that is not an emotionally charged word at all.

Rob Markey:

No, well, it's a low bar, right? And that's that's actually, you know, again, I I don't I want to don't want to hammer on NPS. I but one of the reasons that we that we like the likelihood to recommend questions because it distinguishes versus mere satisfaction.

Jeannie Walters:

So one of the things, and you have seen the roller coaster of how NPS has been used in the market, how I mean you expressed now how you know some people don't understand exactly that it's you can't the score doesn't actually do anything, right? Like if you get the score, that's great, but that doesn't really move mountains. We need to assign action and make sure it's part of this bigger systemic thing. But at the same time, people love the score, people love reporting on it, people love sharing it. And this next example I have is uh from and I've never done this on CX Pulse Check, so this is a first. Instead of a like classic media piece, um, what I wanted to share was an earnings call transcript, which, you know, again, super great headline here. So co-star Q3 2025 earnings call transcript. And the reason, and this is from the Motley Fool, and the reason that I wanted to share this is because there was a lot of discussion about NPS in this earnings call. And this is the organization that has homes.com and apartments.com specifically, and they saw a lot of you know good results and they talked about that. So I was just seeing this as like, you know, they they were almost referring to it as uh forward-looking indicators. And I think a lot of times NPS is a lagging indicator.

Rob Markey:

So explain what you mean by that.

Jeannie Walters:

So I think that when when I was looking at this transcript, one of the things that stood out was that they were really saying, like, we're seeing all this great growth in usage in the company, but then we're also seeing all this great growth in NPS. So we expect all of this to continue, right? Like we they were using it that way. I think a lot of times when NPS is reported on, it's this is how people have told us they've felt, and it's not tied to really looking ahead as much as it should be, in my opinion.

Jeannie Walters:

So I would love to hear your

Rob Markey:

Well, and it it just help me because I don't it's not an argument I've heard a lot before, and I've heard a lot of arguments. Um, so I'm just trying to understand as opposed to what, like what would be a good um future indicator.

Jeannie Walters:

Well, I think in CX, we have a big problem with this. I I think this is part of the problem, is that we don't always uh understand how to look at leading indicators. I would argue that instead of having the one, again, metric or score as a leading indicator, what we have to do is look at what are what are the behaviors that customers are showing us that are on the you know um upswing as we look forward or downswing. What are the uh analytics telling us about how they're behaving on the digital channels and things like that? Okay, and we have to put that together with all of it.

Rob Markey:

So let's let's walk through this because I think this is a misconception that I think I feel like I might be in your Harvard class right now. So No, that's okay. Sorry.

Jeannie Walters:

No, it's good.

Rob Markey:

No, but I I I just I want to make sure that I'm understanding it right. Because the way that I think about it, Jeannie, is um what I really want, what I really want to know is are customers have I are the actions I'm taking resulting in customers staying longer, buying more, telling their friends, giving me better price realization, engaging in more cross-sell or upsell, um, being lower cost to serve, right? The things that drive the value of the customer base. Now NPS or the any any of the other survey-based metrics that are good, some aren't, but they they're at their best when they predict with reasonable accuracy the difference, like they they they explain variance in a customer's future likelihood to stay longer, buy more, tell their friends. In that way, those things are evident much faster than the metrics of the telemetry on the business, I'll call it. Because I can I can have an interaction with you, Jeannie, in which I disappoint you badly. And if I get your feedback from that, whether it's you reaching out or responding to a request for feedback, that's you know, an NPS, whatever, I can find that out like within days or even hours of the time that you're and therefore, if I know that that's also predictive of your future behavior, I have a leading indicator. But if I wait to see when you attrite or churn, I wait to see whether you buy more or cross-sell, I wait to see whether you become lower cost to serve. I mean, those things aren't available for months and months and months.

Jeannie Walters:

Right.

Rob Markey:

So I'm just trying to get a handle on what am I missing? What am I misunderstanding?

Jeannie Walters:

So I think the the key is exactly what you said, where there's always a gap, right, between what humans do this. We remember things a little differently. The further away we get, we we create our own narrative, all of those things happen. So I think that right now we're kind of in the beginning, in my opinion, of the age of real-time feedback in the moment. And part of that is not just what people tell us, but it's how they actually behave and the actions they're actually taking. Because we're very good at saying one thing and behaving differently as humans, right?

Rob Markey:

Absolutely. What we say is often an imperfect prediction of what we will do.

Jeannie Walters:

That is a very diplomatic way of saying that.

Rob Markey:

And I mean I want McDonald's to have healthier choice options on the menu, and then nobody buys them.

Jeannie Walters:

Exactly. And so I think what I'm saying is a lot of times we we wait to get that feedback. We also rely on just what customers are sharing in their feedback as kind of the indicator. And in some cases, well, in most cases, it's really important to your point. If we are looking at we want to have, you know, higher purchase value, we want more renewals, we want lower cost to serve, then we want to make sure that what they're saying is actually how they're going to behave. And I think that's the gap that I see is that a lot of times leaders get very excited about the feedback scores and they get very excited about what they're hearing. But that's because they're asking people maybe, you know, a week after, and people say, Yeah, it was fine, you know, it was good. But they're not connecting with those small moments that we can actually make those positive changes so that somebody will feel more exceptionally about it or want to share with it, or all of those things. So I think we just have to connect behavior and action with uh what people tell us, that feedback, more directly and more real time than a lot of organizations either want to or are capable of today.

Rob Markey:

I guess if if what you had said, you didn't say what I expected you to say. If what you had said is today we have the ability to use telemetry on the interactions that customers have with us to generate predictive models of what they would have said if they were answering a survey, or that are that are even more predictive of their future likelihood to stay longer, buy more, tell their friends, and all the drivers of customer value. And we can have that available to us as soon as that interaction is over. It's literally we can read the the data and run it through our model. If that's what you were saying, then I'd say, yeah, I mean, I want in the moment ability to read what's going on at scale across all of my customer base, not just the handful of people who respond to a survey. What is challenging about that sometimes, well, a lot of times, is that what I can't tell from that telemetry is how you feel about it. And I also still don't have well, I can and and those models they're built on historical understanding of the link between the outcomes of interactions, you know, like let's say an address change or a fee dispute or a billing question. They're they're based on the outcomes of those as they predict future customer behavior. Those are good models, and we've been building them for five or seven years, as long as people have had the analytics available to do them. And they still just lack the heart that you get out of real customers telling you how it feels. I know the anger, the rage, the frustration. You also lack the ability to see how those expectations are changing in the moment. And so when you only are using models that are built on historical data, your models always lag a little bit what's going on with customers today, based on their experiences in other industries, with other vendors, and so on. And so we we marry the two together so that we get a better forward-looking prediction of what, how, how our average speed of answer, how our call abandon rate, how our first-time resolution is likely to impact our financial performance and what is driving that, as well as the downstream impact that's likely to have on cross-sell, upsell, and and the other things that drive value.

Jeannie Walters:

And I think we are in this really interesting age right now because a lot of the organizations that I'm seeing, they're they're simply not there. They're not they're not mature enough to have that. Or I'm sure you're seeing this too, their data is a mess, right? So they are trying to connect all these dots, and they realize, like, oh, we have totally different data sets in these different parts of our organization, and this isn't gonna work, and all of these things. And I'm curious about this with you. I also am really both fascinated and a little hesitant about some of the things that are trying to, to your point, capture those emotions before somebody has to tell us, right? So facial recognition software, like all these things that are now the voice uh kind of analysis that can tell tell you the anxiety level is going up.

Rob Markey:

So I I have clients who are testing all these things, and that's not ready for primary.

Jeannie Walters:

I would agree.

Rob Markey:

It's it's on its way. It's on its way, but we're not we're not there. That from a practical perspective, the kinds of things that people could be deploying over the next, you know, six, twelve, eighteen months. For me, the thing that I would be doing right away is A, I would be deploying cohorted customer analytics so that you can tell whether individual groups of customers are varying from their your their expected behaviors in terms of their interaction frequency, their purchase frequency, the average order value, and all that. And I would be developing predictive models of future customer behavior that are based on characteristics of the interactions they're having today. So I know if it took me, you know, 90 minutes to get a live person, or if it's the sixth phone call in a week, or if it, you know, there's lots of I know that that was a bad interaction, and I know how many of those were, and I know what the pattern of sources of of, you know, like was it do did we experience a significant increase in abandon rate? And what that is likely to mean in terms of financial impact.

Jeannie Walters:

Yeah. Yeah.

Rob Markey:

That's that I I would be doing that today because it's all possible to do easily. And it doesn't require fancy new technology that is not ready for prime time.

Jeannie Walters:

Well, and the other thing that I've seen is that sometimes we say, uh, you know, we look at some, we know, we look at something and we go, this is a terrible way to treat customers, right? And we all agree. And then somebody says, well, we should we should do a survey or we should do this. And it's like, that's where I think we sometimes we have to take customer experience leaders back or the people who talk about it and say, okay, stop. What are we trying to do here? Right? Like go back to the what are we trying to do for the customer and what are we trying to do for the organization?

Rob Markey:

Well, let's go back to the article that you that kicked this off, right? We never really talked about the article. I mean, one of the things I like about what CoStar is doing is something that customer companies should do. It's that they're they're taking, they're talking to investors about customer loyalty and renewal together, right? They're talking about the thing that drives financial performance along with that survey-based metric. So they're at least trying to link a CX metric with concrete outcomes like renewal rates and bookings. That's a good thing. But I don't know what they're I don't know how they're collecting their NPS. I don't know. Like, I'm not, I don't trust any company's self-reported NPS as meaningful. The in even an increase, I don't know if they change their methodology.

Jeannie Walters:

Yeah. That's a good point.

Rob Markey:

So when when CoStar is talking or homes.com, when they're talking about their NPS going up and all that stuff, great. I'm much more excited about the fact that their renewal rates are up. I'm much more excited about the fact that they're actually getting more revenue per customer. Like those are things that that matter. I'd rather see them, I'd I'd much more value a company like that reporting tenure cohort retention and spending than telling me about their NPS. And I'm the NPS guy, like I don't want to know your NPS. I want to know are the quality of customers you're acquiring and the performance of the customers you're acquiring better now than it was in the past.

Jeannie Walters:

Yeah. Well, and I think going back to our conversation too about we have to continue to adapt and change and innovate based on changing customer expectations right now, too. And they're changing so quickly that what what I the reason I pulled this for us to talk about was because I think that a lot of times the narratives out there are either look at NPS as the shiny thing, right? And yeah, exactly. Like, hey, it's over here, and don't pay attention to the what's actually happening, or or the opposite, where um, to your point, it doesn't have the heart, it doesn't have like the emotion. And I like to like nobody's been moved by a spreadsheet, right? Like nobody's looked at that and said, Oh my gosh, that's that's really powerful. But they are moved by the emotion when we

Rob Markey:

If I'm fair, if I'm trying to be fair to the management team, right?

Rob Markey:

What they're doing is they're saying, investors, because that's who they're talking to in an earnings call, they're saying, investors, you should have confidence in the strategies that we're pursuing because they're resulting in better customer satisfaction or NPS, which in turn is going to drive new subscribers, better retention, better revenue per subscriber, you know, so on and so forth. And the leap of faith that's required is caused by the fact that they don't actually provide reliable evidence of cohorted customer performance. What is the retention curve? What does that look like? What are the what are the revenues per customer in the last for customers acquired in each of the last five years? That kind of stuff would give investors real confidence. So they're using a hand wavy metric like NPS to substitute for what they really should be providing.

Jeannie Walters:

Yeah, and at the same time, I appreciate that they did connect these things. And it's a they're trying to tell a narrative, which you know everybody is when they're doing these types of calls. But the uh but I think that there's uh again, I feel like we're having these conversations that might be at the at the start of a different journey for everybody where we're getting more real-time information, we're starting to connect the dots more. We are getting better data in many cases than we we could even access a couple years ago. And so there's all these exciting things happening. And at the same time, we have to guide people, we have to make sure we know what story we're trying to tell. And my point about like not being moved by spreadsheets, it's so easy to fall into like, here's the report, here's the dashboard, here's this. And then after a while, people go, Oh, okay, because the numbers don't change all that much from quarter to quarter often. And so we need to continue to tap into that emotional side of what are our customers actually doing and saying, and how are we impacting their lives? And that's when you start seeing people. I mean, nothing moves an executive team more than playing a recording of one of those like horrible call center calls, and they start realizing, like, oh, these are real people, and this is having a big impact. And we made somebody cry, right? Like, that's different than that. So I think there's a lot happening just in the whole world. I'm gonna skip the third one. This was too much fun. We had too much fun on this one. So um, but this was great. And I know uh if we wanted to, we could talk a lot longer. So thank you for sharing all this with us. And you know, what what are your thoughts? Right. If I said to you today, like, what do you think CX leaders should look for in the next year or two? Like, what should they be thinking of? And how what are some of the things that you're seeing? If if I'm gonna put you on the spot and ask you for like concise.

Rob Markey:

No, no. Well, there's only there's only a couple things that really matter, Jeannie. One is are the actions I'm taking growing the value of the customer base, yeah, and what are the indicators that that is happening? And the other is how can I at scale learn and improve or drive in my organization learning and improvement faster, easier, and at lower cost. If you're working those two things, everything else is gonna line up. If what you're doing is you're you're you're you know measuring more precisely your score, good luck.

Jeannie Walters:

You heard it from the NPS guy yourself here. So I hope that everybody was paying attention. Uh, this was great. Thank you so much for joining us. And if people do want to learn more about you or follow you, what are the best ways for them to do that?

Rob Markey:

I mean, the easiest things to do are look at robmarkey.com. That's a simple one. You can find me on LinkedIn or um even Bain and Company has plenty of stuff that you can find.

Jeannie Walters:

Excellent. Well, we'll put that all in the show notes. Thank you so much for joining me. It's always a pleasure and uh, you know, a little bit of an intellectual workout having a conversation with you, which I appreciate very much.

Rob Markey:

I'm sorry.

Jeannie Walters:

No, it's great. It's great. I love it. I love it. So uh thank you for being here then. And of course, thank all of you for being here on CX Pulse Check, another episode of the Experience Action Podcast. We will have another great question from one of you in our next episode. Don't forget, you can leave me a question at askjeannie.vip. Thanks for being here. We'll see you next time.

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Jeannie Walters, CCXP

Host
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Rob Markey

Guest