S 01 | Ep 42 Revolutionizing Customer Experience Mary Poppin grounds the conversation in decades of watching what actually separates companies that retain customers from those that lose them . Most organizations intellectually accept but operationally ignore : employee experience and customer experience are not parallel tracks but a single system . Disengaged employees produce disengaged customers , and the loop runs in both directions . The companies that treat this as a shared accountability problem rather than a departmental one see measurably better outcomes in retention , revenue , and culture . On building customer centricity across functions , Mary emphasizes that clarity about the shared mission matters more than role definitions , and that employees often need explicit permission to act on behalf of customers rather than assuming they already have it . On scaling customer success , she describes the natural inflection point around $ 20 to $ 30 million in revenue where high - touch support becomes unsustainable and segmentation becomes necessary , and how to navigate that transition without making customers feel abandoned . On handling feedback from employees and customers alike , she returns repeatedly to the same principle : being heard is a fundamental human need , and acknowledging input honestly , even when you cannot act on it , is what keeps people engaged .