I have always listened for what others may miss.
That instinct has taken me through customer service, technology, marketing, operations and customer experience. At every stage, I have been drawn to the connection between what an organisation intends, what a customer experiences and what the business may be losing in between.
Listening helps me see where the obvious explanation falls short.
I have always been a listener. People tend to open up when they feel they are not being rushed towards an answer. I have learned that the most revealing part of a conversation often emerges after the obvious explanation has been given. In customer experience, that matters because the first answer is rarely the whole story.
Listening for what has not yet been connected has shaped the way I understand customers, organisations and the gaps between them.
Four roles. Four different views of the same customer.
My career did not follow a straight line into customer experience. Each role gave me a different view of how businesses create value, fulfil promises and lose trust.
Call Centre Agent
My first close view of a business came through the customer. The call centre showed me how customer signals enter an organisation, how quickly they can become fragmented and how easily the person seeking help can be lost between systems, departments and explanations.
I learned that customers experience one organisation, even when the business is organised as many separate parts.
Network Engineer
As a Network Engineer at an internet service provider, I saw how infrastructure, resilience and technical choices become part of the customer experience. Customers may never see the architecture behind a service, but they immediately feel the consequences when it fails to perform.
I learned that some of the most important customer moments are shaped far from the frontline.
Marketing Operations Manager
Marketing Operations gave me a wider view of how organisations attract customers, define value, make promises and convert interest into revenue. It also revealed the commercial cost of a promise that the rest of the organisation is not prepared to fulfil.
Marketing introduces you to someone. Customer experience makes them your friend.
CX Lead
As a CX Lead, the earlier lessons came together. Customer outcomes were rarely the product of one interaction or one department. They reflected the alignment between systems, people, processes, leadership choices and the promises the business had made.
I learned that the customer often reveals where the organisation is not working as one, and where commercial value may be quietly escaping.
Learning from the people building businesses.
I started Business Mic to learn directly from entrepreneurs, executives and industry leaders. I wanted to understand how they attracted customers, built trust, created value and grew revenue, as well as what happened when those connections broke down.
More than 200 conversations across industries and markets gave me a much broader view of business and customer experience. They also strengthened my habit of listening past the first answer and looking for the assumption, contradiction or missing connection underneath it.
The same missing links appeared in my work and in the stories leaders shared.
I noticed that businesses invested heavily in attracting customers, but the teams responsible for fulfilling the promise did not always work as one. Leaders had more data than ever, yet still struggled to explain why customers failed to convert, disengaged or quietly left.
The same tension appeared across my own roles and the conversations on Business Mic. Each function could report progress while the business as a whole continued to lose trust, customers or future revenue.
The challenge was not always a lack of information. It was the failure to connect what the information was saying.
Customer experience professionals needed a place to learn together.
The more I engaged CX professionals, the more I realised that many were working like islands inside their organisations. They were expected to represent the customer, influence several departments and explain the commercial value of CX. At the same time, Uganda did not yet have a strong professional community where practitioners could share their challenges, test ideas and learn from one another.
I helped bring practitioners together to form the Customer Experience Association of Uganda. The aim was to create one umbrella under which professionals could compare experiences, build the discipline and give customer experience a stronger collective voice.
A community helped us talk. Customer Leak Lab helps connect the evidence.
Bringing CX professionals together made the profession's central challenge even clearer. Organisations kept asking how customer experience contributed to revenue, growth and business performance. CX teams had feedback, scores and journey insights, but the evidence was often fragmented and difficult to translate into executive action.
I founded Customer Leak Lab to help business leaders identify where customer experience is quietly contributing to revenue loss. It connects customer signals, operational realities and commercial outcomes in a way leaders can understand, appreciate and act on. The aim is to make visible the customer-related losses that remain hidden when departments, reports and interactions are viewed separately.
Visit Customer Leak LabService, growth and faith.
When I am not working in customer experience, I enjoy serving through Rotary and developing my speaking and leadership skills through Toastmasters. These communities have introduced me to people from different walks of life and given me opportunities to learn, contribute and build lasting friendships. My Christian faith is at the centre of how I approach life, service and personal growth.
A concise overview of my experience and work.
Download my professional profile for a summary of my background, industry leadership, speaking experience and customer experience work.
What is the business still not hearing?
That question continues to guide my work with leaders, organisations and audiences. It is why I keep listening, keep asking questions and keep looking for the connection that has not yet been made.