Case Study: Turning a Service Culture Program Into a Measurable NPS Gain — Twice

The Situation A regional bank in Central America needed to move beyond training slides and actually shift how service happened at every customer touchpoint, measured the only way that matters to leadership: NPS.

My Role I led the culture transformation program end to end: designing the cultural framework, building the network that carries it, and installing the operating rhythm that keeps it alive after the engagement ends.

The Approach Rather than a top-down campaign, we built a distributed change network: 12 transformation teams (10 in client-facing branch and contact-center operations, 2 in key support areas) led by high-influence employees, backed by executive sponsors and functional leaders across four governance levels. Each team ran the same operating model — a repeatable 12–16 week transformation cycle (Focus → Build → Execute → Consolidate) applying a four-behavior service framework in daily customer interactions, with weekly measurement and sponsor-level course correction built in.

Results

Branch channel NPS: 78.9 → 84.5 over two quarters (June close at 86.0), promoter share hitting 91.2% and detractors dropping from 8.5% to 5.3% — based on over 12,000 customer surveys

Contact center channel NPS: +10 points recovered from its December low, closing at 71.1 in June — its highest point in the measurement period — with detractors down from 14.2% to 9.8%, across more than 105,000 interactions

Internal service NPS (support functions): +4.9 points in 3 months, with the most-challenged sub-area improving fastest — an early signal the culture shift reaches internal service delivery, not just the customer-facing front line

What Gets Left Behind The engagement didn't end at a report. It left the organization with a defined and measurable cultural framework, a trained internal facilitator team inside HR (so the client no longer depends on external delivery), 24 developed change-agent leaders, a documented change network with governance at every level, and a transformation methodology built to run as a permanent operating rhythm, not a one-time project with a closing date.