In 2021, CSH partnered with CX Pilots to establish a comprehensive CX management program tailored to its accounting and business advisory services. By assessing leadership alignment, conducting workshops, and implementing structural recommendations, CX Pilots helped CSH create a client-centric culture. The initiative drove better client experiences, increased cross-selling, and improved leadership engagement.
"CX Pilots was outstanding in right-sizing a comprehensive CX approach for our growing firm."
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CX Pilots collaborated with CSH to design a CX management strategy grounded in leadership alignment, value driver planning, and targeted structural recommendations. Starting with assessments, CX Pilots identified a perception gap between leadership and other employees on client-centricity. Workshops and leadership training followed, creating consensus on CX value areas and driving adoption of a hub-and-spoke model for CX. Key initiatives included developing a client journey atlas, refining "The CSH Way" brand for client focus, and establishing metrics for tracking success. This structured approach laid the foundation for a sustainable, client-centric culture with measurable impact across the organization.
Starting in July 2021, CSH engaged CX Pilots to drive a CX transformation aimed at embedding client-centricity across the organization. The project began with three assessments focused on leadership, culture, and training, revealing a perception gap: leadership viewed CSH’s client-centricity more favorably than employees did, highlighting the need for alignment.
CX Strategy Development:
CX Pilots worked with CSH to define a CX strategy aligned with leadership goals, focusing on key value drivers like client experience, cross-selling, and margin growth. This strategy introduced a phased investment plan to sustain CX initiatives over three years.
Journey Mapping and Persona Development:
Using a client journey atlas, CSH gained a detailed view of client interactions, helping identify friction points and areas for improvement. Personas were developed to tailor services to the unique needs of high-value and growable client segments.
Organizational Structure and Leadership Training:
CSH adopted a hub-and-spoke model, creating a central CX center of excellence to oversee initiatives, enforce accountability, and measure impact. Leadership training aligned teams on CX goals and fostered collaboration across departments.
Metrics and Governance Implementation:
Metrics like NPS, CSAT, and CES were integrated to track success and measure client satisfaction. Governance structures ensured long-term accountability and enabled consistent CX practices across all business units.
Established a hub-and-spoke model to drive CX accountability and outcomes
Developed client journey atlas and refined "The CSH Way" for a client-focused message
Implemented metrics and accountability to measure CX success across departments
The CX program improved CSH’s ability to deliver value and engage clients effectively. Notable outcomes included a 15% increase in cross-selling of additional services, a $100,000 increase in revenue contribution per partner, and a reduction in client churn. The structural changes fostered a client-focused culture, with metrics to track client satisfaction and journey improvements. This transformation strengthened CSH’s brand and client relationships.
CX assessments highlighted critical perception gaps for client-centric alignment
Hub-and-spoke model enabled consistent CX practices across departments
Journey mapping provided a comprehensive view of client interactions
Strategic focus on high-value segments drove revenue growth
Metrics and accountability established long-term CX measurement
"Their analyses, while very candid, gave our leadership the information we needed to adjust to making CX impactful to our internal practice areas and business units. The journey mapping was insanely helpful in enabling our teams to understand what our clients really go through—a view we had never really seen from end-to-end before. Working with this team was next-level."
