A great customer experience can make a lasting impression. A difficult one can do the same. That makes every business’s interaction with their customers just as crucial as the last. A good experience results from people, processes and technology working together at every stage of the customer journey.

At Lumen, customer obsession is one of our eight core behaviors, shaping how we support customers every day. Whether helping improve processes behind the scenes, restoring service quickly, listening to customers or helping them get more value from their solutions, employees across the company contribute to the experiences that build trust and drive outcomes. The stories below highlight just a few of the people who bring that customer-focused mindset to life.

Advocating for customers at every stage

As Sr. Customer Success Advocate, Allison Mosele helps customers get more value from their Lumen services by supporting renewals, migrations, account reviews and customer conversations.

One area Mosele finds especially rewarding is helping customers move from legacy services to newer solutions. These transitions require communication and coordination across teams to keep progress moving and minimize disruption.

“A lot of my work happens behind the scenes, but it helps make things easier for customers,” Mosele says. “Whether it’s solving issues, coordinating resources or helping plan upgrades, my focus is always on creating a better customer experience.”

Making service restoration faster and more effective

When a service issue occurs, the repair experience becomes an important moment in the customer relationship. Sr. Director of Customer Repair Jill Seales leads teams supporting optical and dark fiber services. The teams work to identify root causes, restore service and communicate clearly throughout the repair process.

Seales also focuses on continuous improvement, including the use of automation to reduce repetitive work. This allows employees to direct more human expertise toward complex customer issues.

“As automation reduces traditional customer touchpoints, every direct interaction matters even more,” Seales says. “When we do engage, the experience must be exceptional—clear, proactive and memorable enough to reinforce the value Lumen delivers.”

Turning customer feedback into action

Customers may not see every operational process supporting their services, but they experience the results. Director of Digital Operations David Keller helped create a weekly forum where customer-facing teams could share the issues, challenges and ideas they were hearing directly from customers on the NaaS experience. By creating a path from customer feedback to operational action, the forum helped teams identify and implement improvements that might not have happened otherwise.

“We create visibility, remove barriers and turn ideas from across Lumen into meaningful actions to continuously improve the customer experience and advance our world-class digital delivery model,” Keller says.

Closing the loop with customers

As Lead Project Manager for Enterprise Repair, Joe Atwell leads the Enterprise Repair side of the Customer Satisfaction, or tNPS, program. His work includes reviewing survey feedback, analyzing repair trends and operational data, and making sure customer concerns reach the leaders and teams who can address them.

Atwell is especially proud of helping turn the tNPS program into a meaningful feedback loop. Standardized reporting and direct follow-up on negative surveys help teams identify recurring failure points and uncover opportunities to improve repair processes. Over time, that work can contribute to faster repairs, clearer communication and fewer repeat issues.

“My job is to make sure the customer’s voice reaches the people fixing their service,” Atwell says. “When a customer provides us feedback in our survey, I make sure the right leaders see it, so it gets addressed, not just filed away.”

Building support before customers need it

A good support experience begins well before a customer asks for help. Sr. Manager of Operations Ruben Martinez leads teams that support digital networking and security solutions. His work includes coordinating product readiness, employee training and processes that help support teams respond effectively.

Martinez is especially proud of helping build support for newer digital products. Over a 16-month period, teams across product, engineering and operations worked together to create a support experience designed to be simple and streamlined for both customers and employees.

“I always remind myself that there’s a customer on the other end of what we’re doing,” Martinez says. “Whether we’re improving a process, getting ready for a product launch or helping support teams work more efficiently, the goal is to make things easier for the customer.”

Giving employees more time to help customers

Customer experience and employee experience are closely connected. Highly engaged teams achieve 10% higher customer loyalty and engagement, 18% higher sales productivity and 23% higher profitability than the least-engaged teams.¹ When employees have better processes, tools and support, they can spend more time addressing customer needs.

Sr. Manager of Care and Support Michelle Walden leads teams focused on giving customers and employees the tools and assistance they need to succeed. Her work includes addressing operational challenges, resolving customer-impacting issues, and advancing technology and automation initiatives.

Walden has helped introduce AI and automation into areas where support employees were spending significant time on manual tasks. Simplifying those processes allows employees to devote more attention to helping customers.

“My job is to help create an environment where employees can do their best work, because when they succeed, our customers benefit,” Walden says.

Enabling better outcomes

These stories demonstrate how customer experience does not belong to a single team or happen at only one point in the customer journey. It takes shape through every obstacle removed, process simplified, employee empowered and customer concern addressed.

Taking a moment to see where customer obsession unfolds gives us an opportunity to recognize the people making these outcomes possible and thank our customers for sharing their feedback, raising concerns and trusting us to support their businesses. Their voices help us understand where we can improve and remind us why customer obsession leads the way in everything we do.

As we look ahead, we will continue to ask: What customer friction can we remove? What employee frustration can we eliminate? And what can we enhance today to deliver a better customer experience throughout the year?

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_{¹Gallup, The Q12®: the world's leading employee engagement survey, July 2024.}

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