At T-Mobile NL (now Odido NL), I led a CX transformation project aimed at unifying fragmented customer experience efforts across the organization. This project involved training over 250 product managers, marketers, and designers to work cohesively on CX improvements. By introducing a journey framework, piloting improvements, and embedding a customer-centric way of working, we successfully increased CES by 10% and CSAT by 15%. Our work culminated in a company-wide CX adoption and journey governance strategy.

T-Mobile aimed to unify its customer experience (CX) efforts across both its B2B and B2C divisions, ensuring that all initiatives aligned with its new brand values. They knew they had to deliver on its customer promise and to differentiate itself in a competitive, commoditized market. However, they lacked a unified customer-centric vision and consistent approach, leading to fragmented customer experiences. Key questions that emerged included:

How can we translate our new brand values into an actionable customer promise that the entire organization can embrace?

How can we ensure that our CX initiatives result in a consistent experience?

How can we structure CX efforts to differentiate our customer experience in line with our brand promise?

The transformation at T-Mobile resulted in the successful integration of a CX ambition, supported by clearly defined principles used daily across the organization to continuously improve the customer experience. Through collaborative sessions across departments, we embedded these principles into T-Mobile’s operations, creating a unified approach to customer-centricity. 

One key outcome was the establishment of a journey framework, providing a structured overview of all customer journeys, from lifecycle to individual touchpoints. This framework facilitated cross-team collaboration, enabled better decision-making, and provided clarity on how each journey connects to the broader customer experience.

We also developed a customer-centric way of working that was rolled out at both B2B as B2C departments. This method was implemented through a playbook, which included theory, practical examples, and templates to guide teams in their daily operations.

As part of the follow-up project, we introduced a governance plan to ensure the sustainability of the new CX strategy. This plan included training additional teams across the company and improving two more key journeys. Additionally, we coached high-performing employees to become journey managers, empowering them to take ownership of customer journeys and further embed customer-centric practices.

The final result of the transformation included:

5 improved journeys, each showing a 5-15% increase in Customer Effort Score (CES) and a 10-20% increase in Customer Satisfaction (CSAT).

250 employees trained and enabled to deliver a cohesive brand and user experience, contributing to a 20% improvement in employee efficiency.

A CX approach integrated into daily operations via a CX playbook used as a standard across the organization, ensuring consistent customer experiences aligned with T-Mobile’s brand values.

This transformation not only improved customer experience but also strengthened the organization’s internal capability to continuously evolve and adapt to customer needs.

In this transformation, I collaborated closely with another Service Designer of Essense at each phase of the project. In the beginning with a Senior, who onboarded me. In the end with juniors, whom I onboarded and coached. I was the only one involved in every phase of the project, so I was responsible for overseeing both B2B and B2C projects and maintaining consistency in our approach and deliverables. 

As a Lead Service Designer: 

I orchestrated the entire design process, facilitated workshops from scoping to implementation, coached journey owners and created most tools and templates needed for the way of working. I developed the playbook by my own. 

I collaborated in creating the CX strategy, roadmap, journey framework, and governance structures, in which I was responsible for all workshop preparation and facilitation.​

I guided T-Mobile in using TheyDo during the pilot, trained teams, and implemented onboarding material in the final playbook, ensuring consistent usage of the tool for the people that worked customer-centric.  

My role involved working closely with senior management, journey owners, and cross-functional teams of T-Mobile to ensure the successful integration of the CX strategy and implementation of a customer-centric way of working.

Ingrid van der Fits | Sr. Customer Experience Manager T-Mobile: Floor is reliable, well-prepared, and a pleasure to collaborate with. Her ability to listen and adapt to organizational needs is commendable. She demonstrates flexibility by adjusting approaches to achieve goals effectively. She excels in translating theory into practice. Her training elements are well-crafted, using examples and exercises to convey concepts effectively. Her feedback on improvements for clients is valuable and appreciated. 

Esther Kok | Client Consultant Essense: While working at Essense, I had the pleasure of collaborating on multiple projects with Floor. She possesses a strong and diverse skillset, but what I want to highlight is her capability to engage groups of people in organizations, regardless of their background. She is passionate and dedicated, and coupled with her enthusiastic personality, she has successfully brought every project to its desired outcome, always while building strong relationships with the customer. 

Noor Schopman | Head of Clients Essense: I highly recommend Floor for her outstanding work in CX consultancy. Her dedication to developing innovative strategies and tools has greatly influenced our company's approach. She excels in building strong client relationships, delivering impactful results, and fostering a collaborative team environment.

See my portfolio for an extended approach: https://www.floorvangent.com/t-mobile (password: floorvangent)