CX Analyst - March 2024 - August 2025

At McorpCX, most of my projects followed a four-step process designed to uncover, validate, and transform customer experience insights into actionable strategies. Each phase built upon the last, ensuring we connected internal perspectives, customer voices, and organizational capabilities into one holistic view of the experience.

Step 1: Voice of the Business (VoB)

We began by gathering the internal perspective—how the company believed it was serving its customers, and where leaders suspected gaps might exist. This included:

• Conducting stakeholder interviews and workshops to surface assumptions and align priorities.
• Performing a document inventory, reviewing prior research and data scattered across departments to identify existing knowledge and blind spots.

Step 2: Voice of the Customer (VoC)

Next, we validated and expanded on these assumptions by hearing directly from customers. Typically this included both qualitative and quantitative methods:

• Qualitative: Customer interviews or focus groups (often facilitated through Mural or Digsite).
• Quantitative: Surveys (300–500 responses) designed and deployed through Qualtrics to identify patterns at scale.

Step 3: Analysis & Synthesis

With insights gathered, I helped lead the synthesis process. We pulled themes, quotes, and key takeaways using Otter.ai, Dovetail, Qualtrics, and of course, careful manual review. The outcomes included:

• Personas representing different customer segments.
• Journey maps showing key moments of friction and delight.
• Executive presentations highlighting actionable recommendations.

* Example of Persona and Stage on a Page Journey

Step 4: Solutioning & Future State

Finally, we turned insights into strategy. Through collaborative workshops, we:

• Validated personas and journeys with internal teams.
• Co-created solution cards, clear, actionable recommendations for next steps.
• Delivered a roadmap outlining how to embed CX improvements into culture and operations.

If journey mapping shows what the customer sees, ecosystem mapping reveals everything happening behind the curtain. These projects go a step further, connecting the front-end experiences to the people, processes, and systems that enable (or sometimes block) them. The goal is to capture the whole picture of how an organization delivers an experience, not just the touchpoints the customer encounters.

Step 1: Mapping out the Known Experience

We began with the customer-facing layer: the web pages, sign-in flows, in-person interactions, and service channels. This created a baseline view of what customers encountered and where the most common pathways branched.

Next, we expanded the lens to what happens behind the scenes. For example, a simple sign-in may trigger multiple systems to create records, assign reps, or launch workflows. Customer service pathways often revealed branching decisions where delays or misrouting created gaps. By layering these hidden processes onto the customer journey, we exposed where operational complexities directly shaped the customer’s experience.

Step 2: Research and Varification

Just like journey mapping, ecosystem mapping was grounded in research. We combined:

• Voice of the Business (VoB): interviews and workshops with employees across functions, to uncover the internal processes shaping the journey.
• Voice of the Customer (VoC): feedback from customers that revealed where they encountered gaps, confusion, or drop-offs.

This ensured that ecosystem maps reflected both how the company thinks it operates and how customers actually experience it.

Step 3: Validating and Refining the Map

We then brought stakeholders together to verify and refine the ecosystem maps. This collaborative step was critical for identifying gaps in processes, clarifying ownership, and aligning teams around opportunities for improvement.
Deliverables included:

• Ecosystem maps that visualized end-to-end interactions, systems, and roles.
• Gap analyses showing where customers fell through the cracks or experienced delays.
• Recommendations for smoothing handoffs and aligning systems more seamlessly.

Where interviews and workshops give us stories, surveys give us numbers. Quantitative research allowed us to validate patterns we observed in earlier phases and measure the scale of customer needs, perceptions, and challenges. These studies were often more focused, centered on a specific topic or question we wanted to measure with confidence.

Step 1: Design and Setup

Each project began with defining the focus: Which part of the experience did we want to measure? What hypotheses from prior research could we test? Once aligned, I supported the team in:

• Drafting survey questions with clarity and neutrality.
• Building the survey in Qualtrics.
• Setting up participant recruitment, often importing client directories or creating custom distribution links.

Our surveys typically targeted 300–500 participants. Distribution varied by client. Some leveraged existing customer lists, while others distributed open links across targeted channels.

Step 2: Analyzing the Data

Once responses came in, analysis began such as reviewing dashboards directly within Qualtrics, utilizing crosstabs for deeper cuts across segments, and identifying trends, gaps, and significant patterns tied to earlier qualitative insights.

Step 3: Presenting Findings

The final step was turning raw numbers into a compelling story. I created PowerPoint presentations with clear charts, graphs, and themed visuals. Quantitative research gave our clients confidence in decision-making, grounding their CX strategies not only in stories but also in numbers. Whether validating qualitative insights or uncovering new trends, these studies transformed complex datasets into clear, actionable findings that teams could rally behind.