Context

When I assumed leadership of the Customer Experience (CX) analytics team within Boeing Digital Aviation Solutions, the function consisted of three analysts supporting product, eCommerce, and marketing teams on a largely ad-hoc basis. Surveys and analytics implementations were reactive—initiated by individual teams—with little standardization, coordination, or portfolio-level visibility.

At the same time, the organization was shifting from managing individual products to delivering integrated “whole offers”—coordinated suites of software, data, and services supporting complete operational workflows for airlines, maintenance organizations, and military operators worldwide. This strategy required a more holistic understanding of customer experience across interconnected products and portfolios.

Senior leadership directed us to establish Net Promoter Score (NPS) baselines across the company’s top 40 revenue-generating products, creating a need for consistent survey design, execution, and reporting at scale.

In parallel, product usage analytics existed in fragmented form. Adobe Analytics had been implemented in some products, but teams lacked clear definitions of meaningful metrics, consistent instrumentation, or guidance on how to use behavioral data to inform product decisions.

To meet these needs, I expanded the team to five analysts—including embedded support for the Crew and eCommerce portfolios—and repositioned the function from reactive service to a proactive, scalable CX and product analytics program.

Objective

The goal was to establish a sustainable, enterprise-level system for measuring and improving customer experience and product effectiveness.

Specifically, we aimed to:

• Establish standardized CX metrics (NPS, CSAT, CES, and perceived value) across the company’s highest-impact products

• Provide leadership with reliable, comparable customer experience data across portfolios, markets, and customer segments

• Integrate CX insights into product strategy and roadmap prioritization

• Mature product analytics beyond basic usage tracking to meaningful measures of user success

• Create a scalable service model embedding voice-of-customer and analytics into ongoing product development

Approach

I led a transformation of the CX function across four key dimensions: team structure, CX measurement standardization, enterprise visibility, and product analytics maturity.

1. Scaling and Embedding the CX Analytics Team

I expanded the team from three to five analysts, hiring specialists embedded within key portfolios, including Crew Management and eCommerce. While embedded operationally, analysts remained part of a centralized team, allowing us to:

• Maintain consistent methodologies and quality standards

• Share knowledge and improve practices across portfolios

• Provide dedicated support while preserving organizational alignment

I established clearer operating models, portfolio ownership assignments, and shared practices for survey design, analytics implementation, and stakeholder engagement.

To align CX efforts across the organization, I also formed a cross-functional CX working group including Customer Support, Customer Success, Sales, Marketing, eCommerce, and Product. This created a forum to coordinate initiatives, share insights, and align on customer experience priorities across the full customer lifecycle.

2. Establishing Enterprise-Level CX Measurement

To fulfill leadership’s directive to establish CX baselines, I led the creation of a standardized survey framework using Qualtrics.

We defined a consistent set of core metrics:

• Net Promoter Score (NPS)

• Customer Satisfaction (CSAT)

• Customer Effort Score (CES)

• Perceived product value

Each analyst partnered with product managers and designers to combine standardized questions with product-specific learning goals.

We implemented:

• A prioritized rollout across the top 40 revenue-generating products

• An annual measurement cadence aligned to product portfolios

• A structured onboarding and deployment process

• Standardized analysis and reporting practices

Over three years, this evolved into the most mature CX measurement program within Boeing Global Services.

We also partnered closely with Legal, HR, and enterprise compliance teams to ensure all data collection met privacy, consent, and regulatory requirements, establishing consistent governance practices across products and portfolios.

VoC & Topic Analysis Integration

3. Creating Executive-Level CX Visibility

We built centralized dashboards within Qualtrics providing:

• Portfolio-level CX performance views

• Market-level analysis across commercial, military, and business aviation

• Year-over-year trend tracking

• Aggregate CX health indicators across the product ecosystem

These dashboards were used by Product leadership, Customer Success, Marketing, portfolio directors, and executives. CX performance became a regular part of executive reporting and was included in due diligence materials during the private equity acquisition of Jeppesen ForeFlight.

Enterprise CX Dashboard Framework

4. Maturing Product Analytics from Usage Tracking to Success Measurement

In parallel, I led efforts to mature product analytics using Adobe Analytics.

Rather than focusing solely on activity metrics, we worked with product teams to define user success metrics—specific actions representing meaningful value delivery.

This included:

• Identifying primary and secondary success actions for each product

• Instrumenting applications to capture those events

• Repairing or improving incomplete analytics implementations

• Supporting teams in interpreting and applying insights

We engaged approximately 20 product teams, with multiple implementations underway simultaneously, and began establishing a sustainable service model for ongoing analytics support and refinement.

User Success Instrumentation