Global leader for Customer Experience, Customer Success, Loyalty, and Customer Support, reporting directly to the CEO and shaping cross‑functional alignment across Sales, Product, Tech, and Marketing. Responsible for defining and executing the global CX strategy for B2B markets, driving retention, reducing churn to 5%, and enabling revenue growth through scalable operating models. Designed and implemented comprehensive Voice of the Customer frameworks (NPS, CSAT) and AI‑driven systems for semantic analysis, auto‑classification, and insight detection. Led the creation of end‑to‑end customer journeys, operational workflows, and customer‑centric operating models that ensure clarity, feasibility, and scalability across teams. Directed the global launch of TMH Suite (7,000 customers, 80% adoption), establishing structured onboarding and process governance models that improved operational efficiency through automation. Reduced VoC analysis time by 40% and NPS processing time by 70%, strengthening data‑driven decision‑making across the organization.

Over more than a decade, I led the full transformation of Customer Experience, Customer Success, Onboarding, Training, and Customer Service across 11 international markets, reporting to the VP of Operations and the CEO at different stages. My role evolved from building the Onboarding department from the ground up to directing global CX, managing teams of up to 60 people, and acting as a strategic partner to Sales, Product, and Operations. I defined the global CX strategy, OKRs, operating models, and process frameworks that improved efficiency, quality, and risk visibility. I standardized workflows, documentation, and communication systems across markets, ensuring operational consistency and strong cross‑functional alignment. I led the launch of the first global Customer Journey, unified rating systems, and built the Training & Development function to strengthen process adoption and execution quality. As Head of Customer Success and Customer Service, I oversaw B2B and B2C operations, improved SLAs, introduced qualitative KPIs, and reinforced process traceability. I acted as the operational partner for Sales, managing escalations, key accounts, and customer commitments. During a reputational crisis, I led the retention strategy achieving a 98% renewal rate. In my early years, as Project Manager and Head of Onboarding, I created the B2B Onboarding department from scratch, defining strategy, KPIs, and scalable operating models. I implemented the Chatbot and Concierge model, reducing manual effort and improving activation. I led reporting, dashboards, and analytics to support operational decision‑making.