When I joined FSS, customers were unhappy — but there was no structured way to know how unhappy, why, or who specifically needed attention. Feedback was scattered across phone calls, emails, and in-person conversations. Most of it was never captured. There were no CSAT scores, no NPS tracking, no account health visibility, and no feedback loop. Customer issues got raised, and then got lost.
The impact was real: CSAT at 2.5/5 and NPS at 30 — both indicating a customer base that was passive at best and at risk of churn at worst. The first major initiative I proposed was to build a proper customer listening engine from scratch — with a tool, a methodology, an integration with internal systems, and a closed-loop process to actually act on what we heard.
Evaluated survey platforms and selected Qualtrics — the industry standard for enterprise CX measurement. Worked with their premium implementation partner Motiveminds to configure and deploy the platform for FSS's specific B2B banking context.
Built the measurement framework covering three business divisions — PayTech (product feedback), CashTech (ATM & operations), and ETS (services wing). Across all three, I designed three distinct survey types, each with a different trigger, cadence, and questionnaire:
The cadence was designed to create a touchpoint every 3 months — April (CSAT) → July (NPS) → October (CSAT) → January (NPS) — with CR surveys running continuously in real-time. In the latest iteration, CSAT and NPS were merged into a single survey: H1 goes out in October, H2 in April.
Defined which Change Requests (CRs) warranted feedback, prioritised by importance, and worked with the JIRA team to build an automated trigger — as soon as a CR was marked closed in JIRA, a survey was automatically dispatched to the relevant customer contacts. This moved feedback from "ad hoc and manual" to "systematic and instant."
The CSAT initiative needed a launch moment that would signal cultural commitment, not just process. I proposed and designed CXX Week — an annual Customer Experience Excellence week tied to FSS's foundation day (20th February). Every year, a select group of customers were invited to our Mumbai and Chennai offices for a half-day structured engagement: feedback sessions, relationship conversations, product showcases, office tours, and lunch.
CXX Week became an owned IP — a visible, recurring signal to customers that FSS was serious about their experience. As a side effect, each edition generated 2–3 upsell/cross-sell opportunities that converted directly into SQLs.
Champion accounts include DrukPNB (4.56), CBI (4.5), Punjab National Bank RRBs (4.5), BOB (4.38). Critical accounts — Comera (1.56) & Network International (1.94) — identified and assigned for priority intervention.
| Metric | Result |
|---|---|
| CSAT improvement | 2.5 → 4.2 — 60%+ improvement over 2.5 years |
| NPS improvement | 30 → 45 — +15 points (Passive → Promoter territory) |
| Accounts tracked | 29 PayTech accounts in real-time dashboard |
| Champion accounts identified | 4 accounts at Champion status (4.3+ CSAT) |
| Critical accounts flagged | 2 accounts identified for priority intervention |
| Starting point | Zero structured listening mechanism — built entirely from scratch |
| Tool deployed | Qualtrics + Motiveminds implementation partner |
| JIRA integration | Automated CR-close triggers for real-time feedback |
| CXX Week upsell/cross-sell | 2–3 SQLs generated per annual edition |
| Divisions covered | PayTech · CashTech · ETS — all 3 business lines |
| Leadership reporting | Dashboard-driven quarterly presentations to C-suite |