Samantha Conyers is well recognized as a Customer Experience leader in the Caribbean, being among the first in the region with the expertise. With a BA in Public Relations and Economics, as well as an MBA in Strategic Planning, she advocates for placing the customer at the core of organisational success. Serving as the inaugural Head of Customer Experience at Digicel (Trinidad & Tobago) Ltd., Samantha went on to create and co-found the successful CX consulting agency, exco. In December 2023, Samantha assumed the role of Chief Experience Officer at First Retail Group, strategically focused on optimizing and elevating the overall First Retail experience. Her mandate involves implementing streamlined processes and innovative enhancements, strategically positioning the company to capitalize on regional growth opportunities.
Recently, in an exclusive interview with CXO Magazine, Samantha shared her professional trajectory, insights on the impact of AI on customer experience, her secret to striking a work-life balance, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Samantha. Tell us the story of how you got involved in customer experience. How did your career lead you here?
When I think about my start in customer experience, it was really quite serendipitous. I studied Economics and Human Relations in university and found that I thrived in the delicate balance of task and relationship – data and empathy, hard and soft skills.
My first “real” job out of university was in a leading investment firm in London, where I worked as an assistant for the Client Experience team. My tasks mostly involved serving coffee and booking meetings, but I immediately knew. I had found my passion, my fit.
Since then, I have worked my way up the proverbial corporate ladder – I have been CX Assistant, CX Manager, CX Lead, Head of CX and Chief Experience Officer (not once, but twice). The truth is, for me, it has always been CX.
What do you love the most about your current role?
Honestly, this role is a lot of fun. First Retail represents 11 global retail giants, and my days are centered around fashion and experiences – what’s not to love! However, what truly stands out for me is the team I get to work with, particularly the management layer, the store managers.
I’ve said this many times before, but it bears repeating leading an organization through a customer experience-oriented change is challenging, and it can often feel lonely. There are days when I feel despondent, thinking it’s taking too long or that I’m not communicating effectively, or simply feeling like I don’t fit.
I’ve learned that when those feelings start creeping in, the best remedy is to spend time in the stores. The energy of the shop floor, the interaction with customers, and mostly, the dedication and enthusiasm of our store managers, always bring me back to why I love what I do. Their willingness to embrace change and their positive energy reignite my own passion and remind me of the impact we’re making together.
Why do so many companies struggle with making CX a priority? What are some common mistakes companies make?
I think companies struggle to make CX a priority because they try to make CX everything. In an attempt to encompass all aspects of customer interaction, what you end up with is no focus or strategy, leading to fragmented CX initiatives. Another very common mistake (I have definitely been guilty of this in the past) is that too many CX programs are retention-oriented rather than focused on growth. This reactive perspective will prevent a company from fully leveraging CX as a driver or strategic capability for business expansion and innovation. (For more on this, check out “Leader’s Guide to CX” by Matt Watkinson.)
You also MUST have a heavy focus on change management. Customer experience leaders are almost always the de facto change agents in their organizations, either because they have that mandate explicit in their job description or because they’re the ones who first recognize the need for a change and so step up to make it happen.
Effective Customer Experience management demands deliberate decision-making that addresses (and sometimes competes with) changing customer norms, business strategy and related objectives, cultural norms, internal operations, and the list goes on. Just like a marketing plan or organizational process, every single customer experience program is different. However, I can tell you with certainty that the longer a project takes to deliver, the less impact it will have. The truth is, making CX a priority is the easy part—keeping it there is hard.
Have you seen, firsthand, any AI impacts on the practice of CX? What impacts are you expecting in the next few years?
Yes! I have witnessed firsthand the impact of AI on customer experience. Currently, I am using basic AI technology daily to enhance and supplement my tasks, the experiences I deliver, and those the business delivers to our customers. As we are in data collection mode, we are well-positioned to set up systems that help us understand customer preferences and behaviors more accurately and efficiently, ensuring sustainability and scalability for the business. Technology is exceedingly important for sustainable CX programs; when used strategically, it shortens the route to providing the best possible experience—exactly what our customers want and what they don’t yet know they want
I am particularly impressed by Spectrum AI by OCX Cognition. Having had the privilege of working alongside the OCX team, I have seen what an advanced AI-driven platform can do in providing deep insights into customer interactions and experiences. Spectrum analyzes vast amounts of operational, financial, and experiential data from various touchpoints to deliver actionable insights.
I am excited to see what’s next!
How would you describe your leadership style?
I put a lot of effort and energy into being aware of and working on my leadership style, and it has evolved over the years. Today, I would say my approach is transformational. My goal is to cultivate a dynamic, open, and engaging work environment where people feel good – both inspired and empowered to pursue goals, organizational and personal.
I believe that success is born out of motivation and connecting people to our larger, recently defined organizational strategy is key for our growth. I work hard to clearly link day-to-day tasks to the greater purpose, setting clear expectations without resorting to micromanagement. In the past, I have been guilty of micromanaging and just “doing it myself,” but I’m actively working on this.
Transparency and trust are big parts of being a good CX leader, and this has to go both ways. Recently, my priority has truly been on people and on fostering an environment where people feel valued and connected to the bigger picture. The retail industry is very susceptible to burnout; we work hard, and there are no days off. You need to be ‘on’ every single day. I am personally trying to maintain that energy myself, as energy and enthusiasm are contagious and positively correlated with success in our business.
I would add that I have been blessed to work alongside, and for amazing leaders for in the past that embodied this approach, and it was particularly beneficial during times of change or uncertainty, as it helps to anchor the team and maintain focus.
What are you doing to ensure you continue to grow and develop as a CX leader?
I consider myself a forever student, always eager to learn and grow. I ask a lot of questions (much to my husband and colleagues dismay 🙂 but I have no problem admitting when I do not know something. My commitment to personal and professional development extends beyond my ego, customer experience (CX) and leadership; it encompasses all aspects of my life.
Currently, I am very focused on enhancing my skills in Change Management. Understanding how to effectively navigate and lead through change is crucial in my current role and I believe will play a big part of my long-term career. I truly believe that this is the best way to support my team and organization during transitions, ensuring we remain agile and resilient.
I also constantly seek feedback from my friends, peers, mentors, and team members. A typical CX leader, I value a good feedback loop – it helps me identify areas for improvement and reinforces my commitment to continuous growth. I listen to podcasts every day – my current obsession “Build with Leila Hormozi”.
Finally, I make it a point to participate in conferences, workshops, and webinars to stay abreast of the latest trends, technologies, and best practices. I prioritize networking and connecting with other CX leaders and professionals.
What do you believe are the characteristics and actions that you used to get to where you are today?
A whole lot of Grit, grit anchored in grace.
What is your secret to striking a work-life balance?
Sigh, when you find out, please let me know. My friend and mentor, Matt Watkinson, recently told me, “When you juggle a lot of balls, you need to remember which ones are rubber and which are glass.” I remind myself of this daily. Work is rubber; I’ve worked very hard to build my credibility, and I am working on building a team around me so that when (not if) I drop it, it bounces back. But my babies, my health – those balls are glass, and I am working on handling them with care.
I’ve also learned that you have to look at the macro perspective. Every day is not the same. Some days, I work nonstop for 12-14 hours, and on those days, if I focus on the micro perspective, I feel guilty – like the worst mother and wife. Honestly, maybe it’s age, but I get burnt out and don’t bounce back like I used to.
I recently completed a coaching program with an extraordinary coach, Tricia Conyers. She helped me learn to dial back or shave off tasks, reminding me that I don’t have to do it all at the same time. Thinking again from a macro perspective, if I have a deadline this week, it’s okay to work hard, but next week, I will shave off some ‘work-time’ for ‘family-time’ or ‘me-time.’
I have also started tracking my health using a ‘Whoop.’ Seeing the data on the impact of my physical recovery from constantly going helps me know when to slow down, take a breath, and be gentler with myself. Honestly, I am not sure I believe in “Work -Life Balance”, it is a give and take and one side ALWAYS weighs heavier… It is an ongoing journey, but being mindful of these aspects helps me strive for it.
Where do you see yourself in the next 5 years?
It’s funny – this question keeps coming up. Honestly, I see myself being more settled and strategic within First Retail Group. I want to focus on adding substantial value, and to do this I need to deepen my skillset in corporate finance and sharpen my negotiation skills. Don’t get me wrong, I will always be passionate about customer experience, but I feel like I’m ready to look beyond it to broaden my capabilities. In 5 years, I see myself as an all-rounded leader who not only thrives in process, people and experience but also brings a strong understanding of operations and corporate finance to the table.
Advice for CX Experts
At the risk of sounding cliché, the first thing I would say is you need to have thick skin. You have to be able to juggle tasks and relationships, subjective and factual matters, and you have to be prepared to have tough conversations even when you are not invited to them. You have to be confident enough to force yourself into operational conversations if you are going to make an impact or play a strategic role. It was a running joke in my last corporate job that my colleagues would hide to have meetings without me when they needed to make a quick (and non-customer-centric) decision.
All jokes aside, I strongly advocate for planning—clear planning, 30, 60, 90-day planning! Start with small tactical wins; in other words, start fixing things—little things, broken things, things that everyone wants to fix but doesn’t have the time or know-how. This is the fastest way to build credibility and show the business and its people that you are there to make things better.
Once you have some momentum (and hopefully a few friends), conduct a current state assessment to really understand the business, its challenges, and most importantly, to understand the growth opportunities. This is where you want to focus or center your CX program—around growth. Building relationships with your key stakeholders and understanding the team dynamics are crucial steps in establishing a strong foundation for any leadership role, not just CX…
It also goes without saying that it is essential to align your CX efforts with the organization’s vision, mission, and values. For me, values are very top of mind for CX leadership. I see values as decision-making filters that can empower a team to make decisions and take actions that are consistent with the company’s long-term goals and culture.