Ejieme
Eromosele

In 2015, the Times bet the company on subscribers. "Our Path Forward" was a public declaration that subscriber loyalty, not advertising, would fund the next era of journalism. But no one had built the infrastructure to understand what the subscriber experience was actually worth in revenue terms. My role was created to answer that question.

I built the full CX capability from scratch and designed 4 roles to execute our vision: the VoC program, the CX analytics framework, customer journey mapping across print and digital subscribers, the Reader Center to create a direct feedback loop between readers and the newsroom, and the social media monitoring capability that became mission-critical during the 2016 election.

The commercial case was what mattered most. I proved that CX improvements correlated directly with subscriber retention and revenue per subscriber, turning a $1M CX investment into a measurable revenue argument. That proof point changed how leadership valued the function.

I joined Snaps (series A, conversation AI company) to professionalize the CS function. There was goodwill, good customer relationships, and a lot of manual effort holding customers together. My job was to turn that into something that could actually scale.

I built the team, introduced segmentation for the first time, and carved out specializations the business did not know it needed yet. Account management became its own discipline. Pro services became a real offering. When I saw that our CSMs were losing credibility in conversations about conversational design, I created a Conversational Design role as a domain SME. That role became a reference point for customers, then a billable offering, then a managed services revenue stream.

An acquisition is one of the hardest moments to hold a customer base together. Everything changes at once: the platform, the team, the product roadmap, the name on the contract. Customers feel it before you have said a word.

When Quiq acquired Snaps in 2021, I inherited an outsized mandate. Migrate customers to a new platform. Integrate two teams with different cultures and processes.

In December 2022, Quiq had limited EMEA presence. We had a handful of high potential customers but not much else. I had a mandate to build the region and a blank page to work from.

I started with the fundamentals: which markets to go after, what would our go to market motion look like and who do we hire to deliver the plan. I took the learnings from our successful customer in the region as a starting point. I hired a Sales Director, Solutions Architect, and Marketing Manager. I sourced 10+ referral and service delivery partners. I co-led the SDR motion and built the CS delivery model simultaneously.