Tyler Saxey: 0:00

Anyone who says they've solved customer experience and solved voc has a rude awakening coming. It is an ever evolving science and you are never going to reach the pinnacle of it.

Rick Denton: 0:17

You're listening to CX Passport, the show about creating great customer experiences with a dash of travel talk. Each episode we’ll talk with our guests about great CX, travel...and just like the best journeys, explore new directions we never anticipated. I'm your host Rick Denton. I believe the best meals are served outside and require a passport. Let's get going. guilty of it. I've got an about section on LinkedIn that holds a couple of narrative paragraphs, plenty of specialty and focus bullets and a way to get engaged with my company. Plenty of us do there's nothing wrong with that. There's power though and succinctness uncommon direct. What about this sentence? Ensuring that you have nothing but amazing experiences the next time you purchase from footlocker Whoa. I want to talk to that guy. Well, guess what, that's what we get to do today as our guest is Tyler saksi, Senior Director, Global voc and Omni at footlocker and owner of one of the best about statements I've ever read. When you're sharing nothing but amazing experiences is one of the at one of the world's highly visible brands and have been doing it for years. You got voc aka voice the customer expertise with a career brand experience stemming from an amateur American Express to financial services to in moment and now to footlocker Tyler comes from a wealth of career moments focused on the customer. And he uses those today to deliver on that about statement. It'd be great to get those insights from Tyler. And from what I've seen, I get the sense you'll just as soon as find Tyler with his fingers on the keyboard. As you'll find it with toes in the sand. He'll be calling you from the airport after living life with the stripers in the stores followed by a picture as his tips are pointed downhill about to carve up some fresh powder. Life is to be lived in the Tyler. Welcome to CX passport.

Tyler Saxey: 2:16

Rick, it's so good to be here. You're too kind. But I appreciate the opportunity to be here and hope we can have a great discussion today.

Rick Denton: 2:23

It is going to be a blast. And then maybe maybe we find a way to actually get out there and carve up some powder which is unfortunately 1000s of miles away from me. But someday I'll get over there. Let's talk about Yeah, let's do that. So Tyler we know that footlocker it comes with fantastic brand awareness, especially in the US, but certainly globally as well. Clearly customers no footlocker. But before we dive into the show, I want to know a little bit about your current role there at footlocker.

Tyler Saxey: 2:50

Yeah, Rick, you know, you talk about ways to describe your position within a company. The shortest way for me to describe my role within the company is to ensure that our customer has a seat at the table with all things, Foot Locker and decisions being made by footlocker and to make sure that our customer has a seat at that executive boardroom, that they have a seat at the the decisions that are being made, that's my responsibility is anywhere where we can interact with our customer, and find out how their experience was. And then learn from those opportunities. Because like, like the the LinkedIn bio says is, my responsibility is to ensure that happens, but also to listen when it doesn't happen. And to learn from that and make corrective actions that help us to avoid those situations in the future.

Rick Denton: 3:41

But you've already hit at something that hits directly to my heart, and that is listening to that customer and then acting upon it. Absolutely. I think that's probably how you and I came to know each other as over the realization that we both shared that, that it's okay to listen, that's great, but it's the action that comes comes from there.

Tyler Saxey: 3:57

So one thing that there's anything that my marriage has taught me is that listening and action is important. Now, listen,

Rick Denton: 4:05

I chuckle a bit a bit of a diverge. There are times where listen is Oh, that's the one case though, Tyler that maybe that listen is actually a good thing to just stop. And listen, I found myself getting in trouble with act in the marriage. But you're absolutely right. You better learn from what you're listening. Even if you aren't acting there in the moment who I didn't expect us to get into marriage wisdom inside of the podcast, I'll have to create a new tag for that. Marriage counseling in CX passport. How awesome what we were talking about the listen right. And so the first part of that is that collecting and actually listening to your customers voice across all of the listening posts, right? It's not just what they're saying. It's what they're doing as well. So I'm curious about you at footlocker How do you collect that voice of the customer across all of those customer listening posts? And then once you've listened How do you bring it into coherent themes?

Tyler Saxey: 4:56

Yeah, yeah, it's you know, I think a lot of times with CX practitioners get caught in the nasty habit of saying we have a, you know, we have a survey program and we check the box and say, here's our, here's our score, move on, we're good. And we kind of rely on just one silo that the customer could talk to us. But we forget about the 15 other silos or hundreds of other silos that our customers can interact with us, and especially young, demographic, like footlocker, we have customers reaching out to us through social media through market research through the call center data is extremely important, as anyone knows. So you know, we can't get pigeonholed into just focusing on surveys. So we go through journey mapping processes to try and determine where our customers interact with us, we take the data that we already know about them, and how they want to interact with us and how they want to talk with us. And then we take that data and aggregate it up. So the, you know, the, excuse me, the listening part is, is the easy part, you can go out and you can set up all these listening posts and collect all this data. But when you get that mine of data in front of you, you get those millions and millions of data points. Yeah, that's where you need the structure. That's where you need collaboration. That's where you need a good vendor who can help you take those data points and analyze them. And then you need to centralize that data, you need to pull that all into one central area to where you can't have one team off doing another thing and a whole nother team doing another thing with a different group and a different vendor. You got to take that data and centralize it because the customer sees footlocker, whether it's footlocker call center, footlocker at our brick and mortar side, or fulfillment, or social media side, that's footlocker, regardless of what team is running that initiative. So it's our duty and our responsibility to pull all of that information together so that we're not just relying on one data source to make decisions. But we're really taking the entire picture and painting it and pulling it together for the customer.

Rick Denton: 6:58

When I think about that, you're pulling it all together. And there's a part of me that wants to go right to the contact center, because I've had a lot of energy around the context center. lately. I want to I want to stay a little higher level, though, and not just focus on one area, but the pulling it together through the tools, have you found any sort of surprises when you do that. So I've I thought that I was listening to some of the customers saying here, but by combining with their behavior data, I've learned something new, or is there just something when you've pulled it together that either surprised you or really sort of drove y'all to a specific action,

Tyler Saxey: 7:32

you know, it's important to see the different versions that a customer can can come to us. And you know, if we're solely focused on the call center, you're going to see a customer who's most of the time frustrated, they're, you know, we're not good too many calls to the call center saying you guys did an amazing job. So you know, you got to take that for a grain of salt. But if you focus solely on the call center, yeah, you're gonna get all the things that you're doing poorly, or you're gonna miss on the other things that you could do a little bit better, or, Hey, we really liked this, give us more of this. So, you know, specific initiative, everything that we do is kind of is requiring us to be able to look outside the box and take all of these different journeys together, and paint the whole picture, if we just came into it and said, Hey, we're doing a terrible job, because all of our call center, inquiries or complaints, you know, we're gonna miss all of the other things that that we're doing well, or that we could, if we just took a little bit more of an improvement on it, we could really push it over the goal line and have something special. So I just think it's important to not be siloed into one area of listening and really look at the entirety of the picture when making those decisions.

Your CX Passport Captain: 8:49

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Rick Denton: 9:15

Tyler, that's a point that I don't think has been brought into the show before that idea of that the the customer who was calling in at we've talked about how contact center agents frequently are at the end of a negative experience, right? And how do we equip our teams to be mentally strong through that and give them the breaks and all of that that's it's a conversation for another time as valuable as it is. I hadn't thought about how the skewing of information through the context and or perhaps it just hasn't come into the show is such an important part of why you need that full listening aspect of it. And a lot of a lot of folks start there with their context or they start with their survey and same kind of thing. When are you and Senator motivates us that were motivated to fill out a survey probably when you're most unhappy. And so you've taken footlocker on it on a journey. And I imagine there's folks that are listening to this, and they're going, and that's great. I'm so glad that footlocker so their customer experience and voice of the customer approach. I'm so far away from it.

Tyler Saxey: 10:10

I'll pause you right there. And anyone who says they've solved customer experience and assault, voc has a rude awakening coming, it is an ever evolving science. And you are never going to reach the pinnacle of it. It's always the customers are always changing. So I know you're kind of saying that tongue in cheek, but you will never arrive. I want to get that out there that you may be doing some things good. Or you're never going to arrive at the mountains. Awesome. Tell ya, you're

Rick Denton: 10:39

Yeah, I love that. I'm so glad you interrupted me there. There's, sometimes I say that, you know, I know that somebody actually isn't a CX expert, if they call themselves one. Because there's no way you could have learned everything that you need to learn in customer experience. And so I really do appreciate that time out there. Because it is true that the journey, even one that is far advanced at footlocker as as footlocker may have made it, there's still more for y'all to go. But you've made it a long way. And so there's folks that are probably at the beginning of their journey, I look, my C suite doesn't even care about this. They, they I have no idea how I'm even going to get there. I'm still using you know, I'm asking people to scribble on a notepad in the store, perhaps an exaggeration there, there's so I'm not sure this is for me. So but I know that your journey even gets you to where you are today was not necessarily linear always up into the right. So what was it like for you to get out there to where you are today to get that customer approach from zero to where it is now.

Tyler Saxey: 11:34

I think I think the key just with looking at your your returns from the stock market is to never get focused on on the dips, and never to get focused on on the valleys. And, you know, get lost in the valleys is a continual process, and you're gonna have peaks and you're gonna have valleys, but you got to look for the momentum that you get when you get those winds and start stacking winds on top of winds to get to the point where you get some positive momentum going. And sometimes you catch lightning in a bottle, and you get the right executive that has the buy in and, and the vision and goes all in on it. But other times, it's a lot of stacking wins on top of each other and getting buy in through sound data and sound results of not just coming in and saying hey, we can we can change the world and save the company if we do this. And you know, any CX expert will tell you that you've got to focus on the customer in order to drive revenue to the company. But you've got to come to the table with the right data points sound data that can be backed up, and then start start advocating it, start shouting it from the rooftops, great newsletters Great. make other people's jobs easier. And so you know, again, everyone's gonna be on different spectrums of this CX scale. The key is to not get frustrated, keep trying to stack those wins on top of each other and create that momentum and you'll go get there one day,

Rick Denton: 12:58

stack the wins. I gotta imagine there were there are some of those small wins. I don't know if you can recall all the way back to the beginning. But are there any of those small wins that stand out in your mind of this is the one that kind of helped leapfrog us that we're able to stack that win and it really got the flywheel of energy going.

Tyler Saxey: 13:17

Yeah. So you know, you talk about all the different initiatives that we've we've corrected at footlocker or enhance a footlocker. But one of the biggest things was getting a Northstar. And I'm not here to tell you that NPS is the metric that you have to use. Whatever the metric is, you've got to create a Northstar and that for footlocker was NPS, when we started talking about NPS, when we started tracking it, when we started talking about it in the boardrooms. That's when we started to really get a lot of momentum behind this because we're able to then prioritize initiatives based off of the impact MPs. And if we couldn't drive an impact MPs are determined in impact for MPs we knew that was a listening post that we had to then set up to try and get that information. So you know, because of the ability for us to create a Northstar and track our progress benchmark against ourselves. Like I don't care what others are doing in the industry, what their scores are with me. I wanted my own benchmark for footlocker that we could then track. And when we created that, then we had our Northstar that we could march towards. And that really was the biggest eye opener or eye opener for footlocker. And the biggest evolution of this program is the introduction of MPs at the highest levels of the organization to where it wasn't just the six team talking about it. Everybody was talking about it because we're all in it together.

Rick Denton: 14:43

Gosh, there's so many themes in that answer right there. I want it there's other areas that I want to explore with you the idea and even I'm guilty of it sometimes beating up the score. Yeah. Oh, we don't need to. The reality is the score can be very inspirational. The score can be very motivational. If you stop there then you have not gone far enough. But the score itself to hear you say that that was a stack of a win. And that's where y'all got started with your Northstar, I think would be listeners be motivated by that if you're starting your journey in there, it's all of us that talk about oh, yeah, the score is not as important. Well, actually it is, it's an IS, and you need to keep going. So I like hearing that, as well. And the idea of making sure that it wasn't just a CX team, but the entire organization all the way at the top. It's a global podcast. And so I'm talking to a global brand. And I know that you've you and I've talked about how you've got stores across all the continents, it seems like, and I know that a Hong Kong customer is going to have a different expectation around experience and say, a Hoboken customer. So I'm curious when you're thinking about customer experience with that global responsibility across geographic continents, and the geographic diversity, and also that just wide diversity of cultural expectation of what a great experience means. How do you how do you drive that when you're thinking about it from a global perspective?

Tyler Saxey: 16:05

Yeah, so we just talked about benchmarks, right? Each each, GAO has their own benchmarks, each each region has their own scores, and to your point, a score in Hong Kong is not going to be apples to apples for a score in, in Hoboken. But it's important to be able to benchmark those scores, and then also create regional regional owners of the data or regional expertise in in the data to where you can go to him and say, Hey, we're thinking about implementing this is that going to have legs in Hong Kong is that something that customers are going to gravitate towards a regional expert in with boots on the ground, that can give you that information, whether that's through a footlocker teams, we have teams in May, and Asia Pacific, that gravitate to this data that we're doing and provide that expertise. But if you don't have that internal, then you've got to find a group that can help you consult in that area, because the experiences are drastically different. And the same same goes with even in North America, by demographics and age demographics, you know, you've got a very young, our core demographic as a very young, evolving hip, customer. So you're gonna have even differences in the data that you're collecting between between demographics and brands, you may we may have a brand that caters to an older demographic that's going to respond to us differently, and want to interact with us differently than our younger demographic. So even you've got to be able to recognize those regional differences and in some cases, biases, and take that into account when looking at the data.

Rick Denton: 17:53

Well, Tyler, I appreciate that the idea of having an account the regional differences and the like. Now, I don't know if you've had the opportunity to be both in Hoboken and Hong Kong, I believe at one time, maybe it still has Cathay Pacific had a nonstop flight from JFK to Hong Kong, and I'm sure other airlines do as well. Well, it's a long flight. I've done the DFW one, not the JFK one. And it's long. And it's nice to take a break when we're doing that sort of thing. So it's nice to if you got access to that first class lounge, especially the Cathay Pacific when they're in Hong Kong, but I'd like to invite you to join me here in the first class lounge we'll move quickly here and hopefully have a little bit of fun. What is the dream travel location from your past?

Tyler Saxey: 18:30

Oh, like you said anywhere, anywhere in the snow. I'm a big snow person. I love to go skiing. I currently live in Florida, so I haven't been able to do it. So anytime that I can go out and get some fresh powder, and the mountains of Utah or Colorado that's that's my dream vacation permit.

Rick Denton: 18:47

I love that I would love to be at Snowbird right now. Let's go the other direction. What is a dream travel location? You've not been to yet? Oh,

Tyler Saxey: 18:57

that's a that's a good question. I've always thought Australia would be really cool. I've never been down under we have an amazing team down in Australia that I hope to get to see eventually. That is one place Sydney would be probably on a bucket list of places to go to.

Rick Denton: 19:15

Well, there you go. Let's let's use this clip for your next business justification if I need to go see my team over in Sydney. Yeah, I like that idea. What is a favorite thing of yours to eat?

Tyler Saxey: 19:30

I'm a barbecue guy. Eating barbecue gloves. I've kind of I heard the saying that when you become 40 You've either got to become a master of woodworking or a master of smoking meats and I took the smoking meats approach and so I started doing my own barbecue brisket pulled pork chicken any anything off a barbecue is probably my go to.

Rick Denton: 19:52

Oh boy, that sounds really really good. I love this question I hate at the same time because it makes me hungry and want to get out Something to eat now. Let's go the other way. What is the thing your parents forced you to eat but you hate it as a kid.

Tyler Saxey: 20:07

I don't know if my parents ever forced me that either but I am not a tomato guy. I can eat just about anything. But the strange thing about it is I hate tomatoes by themselves but I love the love of salsa. I'd love a fresh garden salsa. I love anything with tomatoes in it just not a point tomato can do it.

Rick Denton: 20:30

I learned the variety of the answers Well, no, it's not strange. I've had tomatoes answered here before and I do hear it. It is funny how once you prep it then it's completely different. I love tomatoes and but I There have been plenty of folks that have said no to squishy don't like it. What is one travel item not including a phone not including your passport that you will not leave home without.

Tyler Saxey: 20:55

That's not including my phone. That's a tough one. Flip flops and swimsuit guy I can make it just about I have my if I had my phone so I would say my swimsuit

Rick Denton: 21:15

I absolutely love the swimsuit, the flip flops as the answer what a brilliant answer, I have this vision of you showing up to the airport. And you have no bags, you just have your cell phone and passport if you need it. And then hanging off your fingers or your flip flops and your swimsuit. And you're ready to go anywhere. I love that image there. That's fantastic. So at the beginning of the episode, we were talking about capturing voice the customer, we did talk a little bit about how well so what if you don't do something with if you don't act? And it's nifty to have that insight, but you got to do something with it. So I'm curious, how do you go beyond score from serving score to truly listen and act ultimately creating and delivering the actual business results?

Tyler Saxey: 22:02

Yeah, it's it's a lot of, it's a lot of shouting from the rooftops, it's a lot of simplifying the way that people can get the data within the organization. So we do, my team does an amazing job of taking millions and millions of data points. And boiling it down to here's your four or five key takeaways. That you know this data can be very overwhelming for the most seasoned CX expert to go through and try and analyze it. So giving it to somebody who has a day job within the company of doing something else, you've got to come in with a very nice, neat, packaged up presentation that says, hey, we've looked at all the data, go work on these three or four things. We'll reconvene in another two quarters to go over it. But these three or four things need to be addressed. And we'll we'll monitor the results as it comes through. Trust us on this like creating this center of excellence within the organization to where you can go to these business leaders and say, We need to fix this, we need to work on this, we're doing this good. We just need to do it a little better. Being able to neatly package up the insights in a way where it's digestible and actionable is crucial.

Rick Denton: 23:19

But I like the packaging of it. Yeah. I don't think we've talked a lot about that on the show that, that there's something to not just knowing what the themes are, but how they're communicated, and how they're packaged up in a way that if you aren't the team that is doing the action, how do you make it as easy as possible for the team that does the action to actually do the action. And then woven into what you said, they're also heard a little bit of, you know, and trust us? Well, I imagine they don't trust you unless you've had some of those wins from the past that you were talking about earlier. And so making it as easy as possible and continuing to deliver on those wins, I see how that drives to action,

Tyler Saxey: 24:00

you got to if you go into the approach with I'm gonna make this person's job easier, by giving them this data, then you're going to have some wins in there. If you go in there and say, Here's your Excel sheet with 1000s of data points and good luck analyzing it, cause if you have any questions, that is just gonna go in one at one ear and out the other. But if you go in and say, if you make this change, we can improve the customer experience and therefore drive, loyalty and revenue and all all of the buzzwords with the right sound data, you'll get a lot of wins.

Rick Denton: 24:36

Nice, nice, nice. We had earlier I mentioned we were talking about the contact center and at that I said I wanted to talk about the stripers in the stores the employees in the store and that to me is one of the most especially in retail physical retail. That's such a massive point of delivery for customer experience that employee in the store. They're the ones who are co creating the experience with for customer, they're the ones that deliver on the brand promise or don't deliver on the brand promise and meet the customers expectations. So I'm curious, how do you engage the striper? How do you engage, engage the striper team, in both collecting tell us what you know, what have you learned from the customer. And then also in turn, including them in the solution design, including them in what you've learned around the customers expectations. I

Tyler Saxey: 25:24

love that you brought up voice of the employee, because that is one area that I think we miss out, especially in a in a retailer or any business that has frontline associates that interact with the customer. It's just as value valuable is the call center data. What are you hearing? What are customers liking? What are they not liking, you've got to be able to collect that voice to the employee data systemically, not just as you're going out and doing store visits, but in masses create an easy way for them to come in and give feedback that can then be corresponded to business changes and business outcomes. Because that voice of the employee, I mean, we have 1000s and 1000s of frontline associates, who are interacting with customers on a daily basis, who are the face of footlocker who do an amazing job, our associates, put them up against anybody in the business. Our associates are stripers are blue shirts at Champs, they are amazing. And our customers gravitate to that and tell us all the time and the feedback about how great they are. It's important for us to take that feedback from our customers or from our associates and drive customer impacting changes, because then they can say, hey, you know that thing you didn't like, you know, we had a hand in changing that or that point of sale issue that we had or checkout experience that we had. We had a say in changing that so we can get real, real good buy in from our associates at that point.

Rick Denton: 26:50

Yeah, Tyler, it's amazing how getting that insight from the employee, the frontline. And there's just such rich insights there. So I want to stay there with the employee with the stripers with the blue shirts, how are you using voice of the customer to celebrate the employees because I talked about listen and act. It's really listen and act and engage, Excite, you get your employees embedded inside of voice the customer and use the voice of the customer to really celebrate them, you got any stories of particularly delightful delivery of customer experience or how you celebrate your employees?

Tyler Saxey: 27:22

Yeah, I'm glad you brought that up. Rick, one of one of our favorite initiatives that we've done over the last couple of years, two or three years is collecting or allowing customers to leave their feedback through video feedback, which is an amazing option for them as they're coming into the survey, they can either type out their their comments, or they can hit record and and turn their camera around and actually record their their experience, which you know, we could spend a whole podcast talking about just video feedback. But we get so much longer, detailed, more descriptive comments, we see that layer of emotion with the customer. And one thing that's really cool is sometimes they'll they'll pull up their survey right there and take a take a video with the striper right there in the background and talk about how they saved the day or they're walking out to the car show this amazing gift that they're giving their kid because so and so at the mall helped them out. And so it really drives that level of emotion with the customer, which we then in turn take those those videos and create show reels that that we do by district by region, so that we can then send that to a district manager and say, Hey, next time you're having a meeting with a store, or with your different store managers show this, this hyperreal. And it will show you know the customers from their district talking about how amazing the experience was. So it really drives that energy to from the customer back to the associates. And really kind of inspires them to I want to I want to go above and beyond. So I get a video talking about me like that. So it kind of has this nice, closing the loop effect of of driving that excitement and engagement back to the stores. It's great.

Rick Denton: 29:03

I've heard and it's the use of video as a way of capturing customer insights or has been around. I don't know that companies are as well versus what you're describing of taking that and specifically carving that into, as you call it the Hyperloop all the sports phrases that you've just been dropping into the episode as we've gone through, it's got to be so fun to be in that brand.

Tyler Saxey: 29:26

Yeah, that's I mean, that's an example of a positive one. But we also learn a lot from you know, on the fulfillment side when you see a crush box or a shoes that are the wrong shoes and a customer is saying, you know, I don't have the shoes for my kid's birthday now, like that really helps drive the emotion and really on wanting to be better so that we don't have those experiences or we have less of those experiences.

Rick Denton: 29:51

There's got to be such power in that emotion. You know, we spend a lot of time trying to discern what the customer sentiment is, when you're looking at the script. Word whether it's them actually typing in, in a survey or looking at, say, a transcript of a call, and I know there's technology out there to try to even discern the sentiment. But it's a lot different when you're looking at it staring at the screen seeing, I don't know, if there's a child that is either crying because it's the wrong shoe that they can't play their football game or their basketball game, or the reverse, that the parent has filmed that child running around the tree, at Christmas, absolutely out of their gourd excited because of what they were able to receive. So the emotion of that video impact, and how that cycles back to the employee, both inside headquarters, and then all the way in the store as well has to be just absolutely, incredibly impactful.

Tyler Saxey: 30:43

It's impactful. And like I said, the comments are novels, they leave, our customers leave, because every one of these videos is transcribed. So, you know, very descriptive, detailed, go into the whole journey, basically from start to finish, where instead of getting that it was great sounds. So it was good. We're getting these long, descriptive novels, which we can then use to drive change.

Rick Denton: 31:07

Tyler, I've got at least three or four more hours of questions that I want to ask you just based off of what you just told me already. But I don't think we've got the time for that I actually want to end there. I think I want to end on the employee celebration, the video impact and the emotional impact of that I like any on the emotional impact of that. You've walked me through a ton of learning of not just how footlocker does it but how one can do this in their customer experience approach. Whether you're an individual, a team or responsible for a larger company in a global brand, these themes are going to absolutely apply to those companies. And those teams. Tyler if somebody wanted to get in touch with you to learn a little bit more about you, the brand footlocker, your approach to customer difference, what's the best way for them to do that?

Tyler Saxey: 31:52

I am very active on LinkedIn, I think there's a vast amount of knowledge that that is shared on LinkedIn that can be very beneficial to anyone. So I am active on LinkedIn, feel free to reach out to me through there. Or you can send me an email at footlocker it's just my tyler.sexy@footlocker.com

Rick Denton: 32:11

Awesome. Well, I'm gonna get all of that in the show notes. You listeners, you know the drill, scroll down, you'll see the links there. And you can go right there. Tyler, it was a brilliant episode. I really enjoyed talking with you. I see a little sun outside of my window. You've kind of inspired me to go get a little active this afternoon just with the sports phrases and the like. And certainly closing with the emotion of the customer. I just love wrapping up with that Tyler, it's been brilliant having you on the show. Thanks for being on CX passport.

Tyler Saxey: 32:37

Rick, appreciate it. Thank you very much.

Rick Denton: 32:43

Thanks for joining us this week on CX Passport. Make sure to visit our website cxpassport.com where you can hit subscribe so you'll never miss a show. While you're at it, you can check out the rest of the EX4CX website. If you're looking to get real about customer experience, EX4CX is available to help you increase revenue by starting to listen to your customers and create great experiences for every customer every time. Thanks for listening to CX Passport and be sure to tune in for our next episode. Until next time, I'm Rick Denton, and I believe the best meals are served outside and require a passport.