16 practitioners inducted in 2024.
United States
Brings the endurance and discipline of an Ironman triathlete to team culture, on the principle that a healthy body builds a healthy mind and a healthy team.
UNITED STATES
Connects what a company builds to what customers actually need, treating buyer research and clear positioning as the bridge between a product and the reason anyone adopts it.
United States
Refused the dot-com-era prediction that the internet would make the field obsolete, trusting the evidence in front of him, and builds from what customers actually say rather than from anyone’s forecast.
United States
Has lived and worked across Africa, Australia, and the US, and builds to make enterprise-grade tools accessible to small and mid-sized businesses, arguing inclusion is a matter of perspective before anything else.
UNITED STATES
Argues that a customer journey map that does not drive change is just an art project, since the visualization exists to create the empathy that moves an organization to act.
Saudi Arabia
Tells audiences to forget sustainability, because sustaining means holding the status quo, and argues the real move is from an extractive economy to a regenerative one.
United Arab Emirates
Argues that the practitioner’s job in the age of AI is to advocate for the user, starting with real transparency about data, because terms and conditions as written protect the company rather than the person.
Poland
Built a people-first operation in post-communist Poland and learned to hire for attitude over technical skill, because you can train a skill but you cannot teach someone to be positive, humble, or honest.
United States
Saw agents refuse to return to the office after 2020 and argues the work now is recreating the floor’s engagement and leadership-spotting remotely, since a great producer does not automatically make a great leader.
United States
Built the operation on two ideas borrowed from community, that every person feel needed and known, and treats being good to people as a measurable way to lower attrition rather than a slogan.
United States
Started the company after seeing agents undervalued and underpaid, and measures every decision by whether it improves the agent’s life, down to intentionally hiring people with disabilities.
Belize
Argues that changing attitudes is the hardest and most necessary work there is, reached earliest by making young people agents of change in their own communities.
United States
Learned sales door to door and builds technology to engage, develop, and recognize frontline employees, on the conviction that the customer experience improves only when the people delivering it do.
United Kingdom
Treats the agent experience as the lever for the customer experience, and argues against putting AI on everything, matching the tool to the case instead, scripted processes for fixed flows and real-time AI prompting for the unscripted ones.
Australia
Argues that everyone knows the term AI but few can explain it, and that the most powerful use cases are often the simplest, like having generative AI write the post-call summary so agents stop doing it by hand.
United Arab Emirates
Drove customer experience innovation that legacy institutions could not, and now leads by purpose, framing responsibility as intergenerational equity and consumption as an overdraft taken from the next generation.
Recognition endorsed by The Global CX Alliance.
