Charlotte Melia Founder & CEO of D&F Creative
Jannecke DrangertHveding Founder and CEO, Customer C
Jeff Gelfuso Product Leader, & Founding Member, Design Executive Council
Pete Bricknell Chief Product Officer at Hassell Inclusion
Terrell (Terry) Jones Keynote Speaker, Author, Innovation & Disruption Expert
CHIEF COMPLIANCE OFFICER, MYBAMBU
Driving Financial Inclusion Through Robust Compliance and Innovative Fintech Solutions
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Ever thought compliance could be exciting? Picture this: you’re navigating a winding road in an unfamiliar city. Every turn, every sign, every green light or warning is guiding you. That’s what the role of a Chief Compliance Officer (CCO) has become for today’s organizations—a vital navigator, steering not just with a rulebook but with strategic foresight.
In this issue of CXO Magazine, we spotlight Pedro Infante, the Chief Compliance Officer at MyBambu. Once, the CCO was just a "checklist champion," but those days are long gone. Now, these leaders are at the center of corporate strategy, not only safeguarding compliance but shaping the very way businesses approach growth and integrity. Pedro’s journey, along with perspectives from other forward-thinking experts, paints a vivid picture of how compliance has evolved. What does this shift mean for businesses? Can they truly balance risk with opportunity? Spoiler: yes, and it’s powerful.
Imagine a CCO as a blend of a strategist, a risk manager, and a cultural ambassador, all in one. They’re not just preventing mistakes; they’re creating an environment where smart, calculated risks are possible. This isn’t about red tape—it’s about opening doors. With regulatory complexities mounting, the modern CCO is actively working alongside the CEO, CTO, and other leaders to build resilient and agile frameworks that let companies innovate with confidence.
Pedro and the other leaders featured in this issue reveal how CCOs are leading a shift to “compliance by design,” making sure that ethical standards are embedded in every business decision. They don’t just monitor—they empower, ensuring that everyone in the organization sees compliance as a core value rather than a hurdle. This isn’t a minor role tucked away in the corner office; it’s a seat at the main table, where they’re creating cultures of accountability that resonate from customers to stakeholders.
As you dive into this issue, think about the CCOs you know or work with. Do they embody this new, dynamic role? Can they help shape not only the policies but the purpose of an organization? This magazine is full of stories and insights to inspire you to see compliance as more than a checkbox. It's a strategy for resilience, growth, and, yes, a little excitement too.
Enjoy Reading.
Sarath Shyam
Terrell (Terry) Jones, Keynote Speaker, Author, Innovation & Disruption Expert Turning Disruption into Opportunity and Innovation into Inspiration
16 Charlotte Melia, Founder & CEO of D&F Creative
The Future of Office Events: Crafting Meaningful Connections in a New Era of Work
30 Jannecke Drangert-Hveding, Founder and CEO, Customer C
Empowering Value Champions to Drive Growth
46 Pete Bricknell, Chief Product Officer at Hassell Inclusion
The Golden Opportunity: why digital accessibility can win the over 65s market
38 Jeff Gelfuso, Product Leader, & Founding Member, Design Executive Council
Empowering Teams to Craft Life-Enriching Experiences
Pedro Infante’s journey in the world of compliance began over 13 years ago, with a pivotal role at the Association of Certified Financial Crime Specialists (ACFCS). As the Head of International Business and Head of LATAM, he was instrumental in establishing the Certified Financial Crime Specialist (CFCS) credential, now considered the gold standard in antifinancial crime certification. His efforts also helped expand ACFCS’s presence to over 75 countries, a milestone that marked his growing influence in the industry.
Today, Pedro serves as the Chief Compliance Officer at MyBambu, bringing his extensive expertise in financial crime and compliance to the fintech industry. Reflecting on his motivation to enter the fintech space, he shares, “I wanted to be part of a fast-growing industry. I saw where digital banking was heading, and it gave me an exciting opportunity to help shape the future while ensuring things are done ethically and within regulations.”
Pedro’s diverse background in SaaS, sales, and marketing has equipped him with a unique perspective on compliance. “In sales and
marketing, I learned how important it is to build trust and communicate clearly,” he says. His time in SaaS, on the other hand, taught him how to leverage digital tools to create compliance systems that are both efficient and scalable. With this varied experience, Pedro continues to find the right balance between innovation and responsibility, keeping pace with the everchanging landscape of fintech.
MyBambu offers a range of financial solutions through mobile devices, making it easy and secure for customers to manage their finances. Pedro ensures that every aspect of the company’s operations adheres to regulatory standards, particularly in areas like BSA/AML (Bank Secrecy Act/Anti-Money Laundering) compliance. His role involves overseeing risk management, implementing compliance programs, conducting audits, and training employees to recognize and mitigate potential risks.
Balancing growth and compliance is crucial in the fast-evolving fintech landscape. Pedro collaborates closely with the business and
product teams to ensure that MyBambu’s growth strategies are in line with regulatory expectations. “I don’t see compliance as a barrier. I see it as part of the foundation for sustainable growth,” he explains. By embedding compliance into day-today operations and strategic planning, Pedro helps the company innovate and expand while remaining fully compliant with the law.
The company’s mission to promote financial inclusion is at the heart of Pedro’s work. His efforts contribute directly to creating products and services designed for underbanked and underserved communities. “We want to provide these communities with the same financial tools and opportunities that others have access to,” he shares. His focus is to ensure these offerings are not only accessible and user-friendly but also safe and aligned with regulatory standards. By building trust and making compliance a priority, Pedro helps MyBambu expand its reach and positively impact financial inclusion.
At MyBambu, compliance is supported by cutting-edge technology and a skilled team of over 30 compliance specialists who manage daily operations. From KYC (Know Your Customer) to CIP (Customer Identification Programs), Pedro leverages advanced systems to stay ahead of regulatory requirements. “We don’t cut corners—our systems and risk management rules are rigorously tested and monitored daily to ensure they meet the highest standards,” Pedro emphasizes. By partnering with top-tier vendors, MyBambu ensures that its KYC/CIP processes are both effective and compliant.
The compliance framework Pedro has built is robust, incorporating a risk-based approach,
enhanced KYC procedures, real-time transaction monitoring, and digital fraud detection. Each of these elements works together to confirm user identities, prevent financial crime, and maintain regulatory compliance. Continuous staff training and regular audits further strengthen the company’s risk management strategy, allowing MyBambu to remain agile and responsive to regulatory changes.
“Effective KYC and CIP protocols are critical when serving the unbanked population,”
Pedro notes. These processes help establish user identity, providing financial services safely and securely. They not only protect against fraud and financial crime but also build trust with customers by safeguarding their personal information. For MyBambu, implementing strong KYC and CIP measures enhances user confidence and broadens participation in the formal financial system, ultimately driving the company’s growth while maintaining a safe and secure environment for its customers.
Ensuring the team is equipped to identify and report suspicious activities is a priority at MyBambu. Pedro has established a structured system for real-time monitoring and a robust reporting process. Regular updates keep the
team informed about the latest regulations, and monthly live testing helps fine-tune the company’s risk management tools. This improves fraud detection accuracy, reducing false positives and increasing the effectiveness of SAIR (Suspicious Activity Incident Report) submissions. “The goal is to increase true positives and ensure we’re submitting accurate reports,” says Pedro.
Clear communication and teamwork are at the core of Pedro’s approach to compliance. He believes that fostering transparency and accountability helps teams work cohesively toward shared goals. Regular check-ins, continuous compliance training, and a strong risk-aware culture keep everyone focused and agile. “Ongoing feedback from the team is crucial for driving continuous improvement,” he shares. This collaborative mindset not only strengthens compliance but also helps teams stay aligned and proactive.
Looking ahead, Pedro anticipates tighter regulations around data privacy, cybersecurity, and digital identity verification. He sees increased scrutiny on anti-money laundering (AML) compliance as a significant trend
By building trust and making compliance a priority, Pedro helps MyBambu expand its reach and positively impact financial inclusion
shaping the fintech industry. To stay ahead, MyBambu is proactively investing in advanced security measures, enhancing KYC and AML systems, and building flexibility into their compliance processes. “By staying proactive and continuously updating our processes, we ensure we’re prepared to meet these evolving regulatory challenges while remaining committed to serving the unbanked population,” Pedro emphasizes.
To ensure compliance doesn’t hinder innovation at MyBambu, Pedro integrates regulatory considerations from the very start of every new project. He encourages close collaboration between compliance and product teams to create solutions that are not only rule-abiding but also adaptable. This approach allows the company to innovate freely without sacrificing its commitment to compliance.
Pedro’s ongoing dedication to compliance excellence is driven by a strong background in financial crime prevention and compliance. He stays informed by attending international conferences, earning new certifications, and
actively applying what he learns to daily operations. “Keeping up with the latest regulations and best practices allows me to guide my team effectively and stay ahead of emerging challenges,” he notes.
As MyBambu expands its reach to serve more unbanked individuals, Pedro understands that the compliance function must evolve to keep pace. His vision is to build a scalable and adaptive compliance framework that can navigate diverse regulatory landscapes. This means integrating more advanced technology for automated monitoring, refining KYC processes, and enhancing risk management tools. “Our focus will be on building a more agile compliance team capable of balancing innovation and regulation,” Pedro explains. By doing so, MyBambu will be better positioned to serve a larger, global customer base while maintaining its commitment to compliance and trust.
Charlotte Melia is a multi-award-winning Founder and CEO at D&F Creative: A global creative studio, specialising in people engagement events, brand activations, and fan zones. Charlotte won ‘Creative Entrepreneur of the Year’ at the Great British Entrepreneur Awards in 2022, followed by awards for ‘Best Business Growth’ and ‘Best DEI Initiative’ in 2024. Charlotte is an active member of UN Women UK, The Cherie Blair Foundation for Women, and the APPG for Women & Work at Westminster. D&F Creative is also a womenfounded, women-owned organisation, as globally certified by WeConnect International. Charlotte is a champion for D&I and is a founding member of the 93% Club - celebrating state school-educated excellence in business.
Melia Founder & CEO of D&F Creative
In the evolving landscape of work, the way we connect as colleagues and teams is changing. As Founder and CEO of D&F Creative, a global events business that prides itself on innovation, I’ve witnessed firsthand how the needs and preferences of today’s workforce—particularly Millennials and Gen Z—are reshaping the concept of office events. The shift we’re seeing isn’t just about updating old traditions; it’s about creating inclusive, diverse, and impactful experiences that reflect the values of a new generation.
For decades, office events revolved around afterhours happy hours or boozy holiday parties. While these may have provided a chance for relaxation and camaraderie, they increasingly feel out of sync with the preferences of today’s workforce. Millennials and Gen Z are driving a cultural shift towards wellness, inclusivity, and authenticity, leaving many traditional office events feeling stale and disconnected.
The new generation of workers values experiences that resonate with their personal beliefs and professional aspirations. The result? A growing demand for events that are less about alcohol and more about connection, learning, and shared purpose. When I look back over the most successful events this year, those which facilitated genuine connection stand out, whether that's via intimate moments or all-company moments.
Inclusivity and diversity aren’t just buzzwords— they are essential components of any successful office event in today’s workplace. For younger workers, inclusivity isn’t an option; it’s an expectation. This generation wants to see events that celebrate and reflect the diversity of the workforce, offering everyone a seat at the table.
To meet this expectation, office events must be designed with a conscious effort to include people from all backgrounds, genders, ethnicities, and abilities. This means thinking beyond the standard formats and creating
Inclusivity and diversity aren’t just buzzwords—they are essential components of any successful office event in today’s workplace
experiences that everyone can enjoy, whether it’s ensuring venues are accessible, providing a variety of non-alcoholic drink options, or offering activities that cater to different interests, neurodivergence’s, and cultural backgrounds.
One approach that’s gaining traction is the idea of “cultural exchange” events, where employees are encouraged to share aspects of their own culture, whether through food, music, or storytelling. These events foster understanding and appreciation among colleagues, breaking down barriers and building stronger, more inclusive teams.
D&F Creative recently won a national award for our ‘Best DEI Initiative’ with META London. This event approached inclusivity from a company-centric perspective; encouraging neuro-inclusion, gender-inclusivity, and participation from multiple business functions.
Gone are the days when office events were limited to annual holiday parties or the occasional team-building retreat. The future of office events lies in more regular, intentional programmes, that keep employees engaged and connected year-round. At D&F, we call this your ‘People Engagement Strategy.’
This shift towards more frequent events is driven by the recognition that one-off events can feel forced or superficial. Instead, companies are realising the value of creating a steady cadence of opportunities for employees to come together, whether it’s for a monthly lunch-andlearn, a quarterly team outing, or a weekly wellness session. Furthermore, hybrid working has removed ‘water-cooler moments’ from employees’ daily rhythm. It is our responsibility
as leaders to provide regular moments for meaningful team connection, even more so in an era of flexible working. Staff who feel real personal bonds in the workplace are proven to be more productive, engaged, and committed to the companies’ long-term goals.
By integrating these events into the regular rhythm of work, companies can foster a culture of continuous connection and collaboration. This approach also allows for greater flexibility and responsiveness, enabling companies to tailor events to the evolving needs and interests of their teams.
As work-life balance continues to be a top priority for Millennials and Gen Z, there is a growing preference for daytime office events. Unlike after-hours gatherings that can intrude on personal time, daytime events are more likely to be welcomed by employees who value their evenings and weekends for family, hobbies, or simply recharging. Evening events disproportionately impact working parents and even more so working mothers, for whom the cost and logistics of childcare can make afterwork events prohibitive.
Daytime events also send a powerful message about the company’s commitment to work-life harmony. By scheduling events during work hours, companies demonstrate that they value employees’ personal time and are willing to invest in their well-being.
Furthermore, daytime events are often more accessible to employees with caregiving responsibilities, those who may not drink alcohol for personal or religious reasons, and again, women, for whom getting home late
at night may not be possible. This inclusivity further strengthens the sense of community within the workplace.
Today’s workforce is driven by purpose. Millennials and Gen Z want to feel that their work—and by extension, their workplace events—has a positive impact on the world. This shift towards purpose-driven engagement is leading companies to rethink their approach to office events, moving beyond mere entertainment to create experiences that are meaningful and impactful.
One of the most effective ways to achieve this is by aligning office events with corporate social responsibility (CSR) initiatives. Imagine a team-building day that involves volunteering at a local charity, or an office-wide challenge to raise funds for a cause that resonates with employees. These types of events not only foster a sense of community within the workplace but also allow employees to connect with something larger than themselves.
At D&F Creative, we’ve seen a surge in demand for events that combine social impact with team bonding. Whether it’s organising a company-wide day of service, or hosting a sustainability workshop, these events resonate deeply with employees, providing them with a sense of purpose and fulfillment that traditional office events often lack.
As the world of work continues to embrace hybrid models, the role of technology in office events is becoming increasingly important.
Virtual and hybrid events have moved beyond being a stopgap during the pandemic; they are now a vital tool for connecting distributed teams and ensuring that all employees, regardless of location, can participate in office events.
However, the key to successful virtual, or hybrid events lies in thoughtful design and execution. It’s not enough to simply livestream an in-person event; companies must think creatively about how to engage both in-person and remote attendees in meaningful ways. This might involve incorporating interactive elements like live polls, breakout sessions, IRL home kits, or virtual networking opportunities that allow remote employees to feel just as involved as their in-person counterparts.
As we look to the future, it’s clear that office events will continue to evolve in response to the changing needs and preferences of the workforce. The traditional models no longer suffice; instead, we must embrace new approaches that prioritise inclusivity, diversity, and meaningful engagement.
At D&F Creative, we are excited to be at the forefront of this transformation. By creating events that reflect the values and aspirations of today’s workers, we can foster deeper connections, stronger teams, and a more inclusive workplace culture.
The future of office events isn’t just about bringing people together—it’s about creating experiences that resonate, inspire, and leave a lasting impact. In doing so, we not only build better workplaces but also contribute to a better world.
Keynote Speaker, Author, Innovation & Disruption Expert
Technology is driving unprecedented change in today’s dynamic business landscape. Companies must not only understand the need to innovate but also learn how to disrupt the competition before they are disrupted themselves. Terrell (Terry) Jones, a seasoned expert in both travel and technology, knows this well. With over 40 years of experience, he has founded five startups, two of which resulted in billion-dollar exits, and served on twenty boards of directors. "I believe that sharing the insights I’ve gained on that journey can help almost any business navigate toward success," he says.
Terry’s message resonates across the board, from budding entrepreneurs to established
business leaders. His unique blend of experience—leading both startups and large corporations—gives him an edge. As CIO of American Airlines/SABRE, he managed massive teams and multimillion-dollar budgets, gaining firsthand knowledge of how big businesses operate. At the same time, his entrepreneurial background has shown him the fast-paced, risk-taking world of startups. "The breadth of my experience ensures I can tailor my message to both audiences," he explains. What sets Terry apart from other speakers and authors is his direct, hands-on experience. "When I speak to audiences, it’s not about interviews I’ve done or data collected; I am speaking from experience," he emphasizes.
His approach to delivering lasting impact is simple: distill complex ideas into their essence, communicate them through compelling stories, and reinforce key points with clear actions for the audience to take away.
Having presented to over 300 companies in 25 countries, Terry consistently shares one piece of advice that sparks action: “Disruption and innovation are two sides of the same coin. You only call it a disruption if YOU didn’t do it!” This powerful reminder urges business
leaders to stop reacting to change—and start driving it themselves.
Known for his dynamic, fast-paced presentation style, Terry uses engaging visuals to enhance his message. "I might show 200 images in a 60-minute session... but they are just graphics, not endless dot points," he says. His approach taps into the way we absorb information—through our eyes rather than just our ears—making his sessions not only informative but also highly engaging. Always
evolving, Terry continually adds new videos, polls, and interactive features to ensure his audience stays connected and inspired.
One of the most memorable moments from Terry' speaking career was when a CEO approached him and said, “You’ve challenged me more in twenty minutes than I’ve been challenged in twenty years.” It was a powerful reminder that innovation doesn’t always come
from a new gadget or tech breakthrough—it can begin with a shift in mindset. Terry recalls another moment when an attendee, excited by his talk, said, “I’m so glad my bosses were here with me to hear your message. I pounced on them to push innovation, and your message had finally penetrated their conservatism.” For Terry, these moments illustrate the ripple effect of his message.
One of his favorite encounters came when an attendee approached him after a talk and
Terry's approach to delivering lasting impact is simple: distill complex ideas into their essence, communicate them through compelling stories, and reinforce key points with clear actions for the audience to take away
said, “Can I tell you about my innovation?”
She went on to explain how a small change she introduced in her department had impacted thousands of their customers. “Innovation can begin anywhere,” Terry says with conviction. His programs on leadership and innovation are a blend of thought-provoking insights and entertainment, designed to spark that exact kind of change. “It’s about storytelling,” he emphasizes. “If you bombard the audience with facts, they’ll tune out. But if you tell a story that includes the facts, they’ll listen.”
This year, Terry is focusing heavily on the future of artificial intelligence. “Unlike most speakers, I’ve actually led an AI company,” he says, bringing real-world experience to his talks on how AI can reinvent products and industries.
As a self-described “Digital Disruptor,” Terry urges leaders to not only embrace change but to become its champions within their organizations. “Innovation can start in any department,” he says. “Show your team you value it, and then
trumpet that success to others.” But innovation isn’t without its challenges. Terry believes that embracing failure is crucial to long-term success. “If an effort fails, you have to be careful to kill projects, not people,” he advises. “If the team understands that we’ve learned from the failure and no one’s career is harmed, then innovation will start to flow.”
With a reputation as an expert on innovation and digital disruption, Terry aims to inspire the next generation of leaders. His goal is to show them that innovation is a skill that can be developed. “I have simple lessons on how to get started, how to select and nurture a good idea, and how to learn from failure.” Drawing on his experience in creating two multi-billion dollar companies, Terry’s stories of success— and failure—are designed to give his audience practical takeaways. When people think of him, he hopes they see someone who inspired them to become the innovators and disruptors their businesses need.
For Terry, the easiest way to gauge success after a talk is simple: how many people are talking about innovation and disruption as they walk out the door? “I know I’ve made an impact when people buttonhole me after a meeting or trade show to follow up,” he shares. He also measures success through engagement—how many people come up to him afterward to ask questions, request his slides, or leave reviews online. But perhaps the most telling signs of success are the comments from corporate leaders and meeting planners. “What they say to me after the speech and the feedback I get from booking agencies matter a lot,” Terry says.
Terry wears many hats—speaker, author, venture capitalist, and digital disruptor. Each one feeds into his ability to craft memorable and impactful speeches. “I get pitches from startups every week, which gives me insight into what’s
As a self-described “Digital Disruptor,” Terry urges leaders to not only embrace change but to become its champions within their organizations
By speaking across a wide range of industries—from milk producers to auto manufacturers—Terry cross-pollinates ideas and lessons, sharing insights that can be applied across sectors
new,” he explains. By speaking across a wide range of industries—from milk producers to auto manufacturers—Terry cross-pollinates ideas and lessons, sharing insights that can be applied across sectors. “Writing articles forces me to distill what I’m learning into lessons I can build into my talks.”
He’s deeply passionate about the future, seeing it as an exciting intellectual challenge. “While I venerate tradition, it’s much more fun to look at the convergence of new technologies and business models and figure out how to create something new,” Terry says. It’s this forwardthinking approach that continues to make him a leader in the world of innovation and disruption.
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Jannecke Drangert-Hveding is a CCXP, and a true believer in the “outside-in” approach to strategy and business development. She has extensive experience as a business advisor, from leadership roles and as a board member. She is the CEO of Customer C and founder of the Customer Community, a network for customer-centric leaders in Norway. She has extensive experience working with major brands in the Nordics and was previously Strategy and Transformation Lead at one of Scandinavia’s largest health tech organizations. She now sees it as her mission to support, advise, and connect true value champions out there in their efforts to transform and evolve their organizations & business models.
She is a keynote speaker as well as a judge at the World customer centricity awards as well as the European Customer Experience Awards. She strives at the challenge of getting Customer Centricity higher on the agenda on board and executive level in Norway as well as the community at large. She was founding member of CXPA (Customer Experience professionals Association) and is also the founder of The Customer Community, a Network for Customer Centric leaders in Norway.
Recently, in an exclusive interview with CXO Magazine, Jannecke shared her career trajectory, the inspiration behind establishing Customer C, insights on the impact of AI on customer experience, significant career milestone, her favorite nonacademic book, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Drangert-Hveding Founder and CEO, Customer C
Today, as the CEO and founder of Customer C, I focus on coaching and advising businesses on how to create both customer and business value through customercentric innovation
Hi Jannecke. Can you tell us the “backstory” about what brought you to this career path in customer experience?
It wasn’t until I became the practice head of a management consultancy 20 years ago that I really began to focus on customer experience. At that time, I was leading a team of seasoned consultants, many of whom were skilled at rescuing large projects that had gone off track. But as I looked deeper, I realized that the root cause of these failures often came down to businesses making assumptions about their customers— needs, expectations—without ever testing them.
That realization sparked my journey into customer experience and customer-centricity. I started exploring the emerging methodologies and research around understanding customers more deeply, which ultimately led me to found one of the first boutique consultancies in Scandinavia focusing on a customer-driven business perspective. This was well before concepts like Design Thinking, Behavioral Science, and Customer Journeys became mainstream.
But Customer-Centric strategies, tools and concepts are only valuable if they create real outcomes for the business. It’s surprising how many organizations still do not understand how the different elements of their customers' experience impact their business, making it difficult to prioritize effectively. This lack of clarity often leads to a significant amount of wasted effort and resources. What I would do is analyze the gap between what customers expect and what they actually receive, then define a clear North Star and guiding principles centered around customer outcomes. It’s crucial to
always link customer outcomes to business outcomes to ensure that decisions are aligned with long-term value creation.
Today, as the CEO and founder of Customer C, I focus on coaching and advising businesses on how to create both customer and business value through customer-centric innovation. We work with leaders at all levels—board, executive, and management—offering proven concepts and best practices. Our role is to act as coaches, advisors, and sparring partners.
Additionally, I facilitate a network for customer-centric leaders across industries in Norway (The Customer Community), providing them with a platform to exchange ideas and insights.
What was the inspiration behind establishing Customer C? What is its mission and vision?
The inspiration for Customer C came from a growing frustration with how customer experience was often treated in boardrooms. It was seen as a tactical function rather than as a core strategic driver. Time and again, I observed that businesses approached customer experience reactively, rather than seeing it as an integral part of their overall strategy.
Many companies pay lip service to “understanding the customer” and “customer first”, but few still actually go beyond that. This often requires a quite fundamental shift to make your organisation´s systems and processes more customer-focused.
Our vision with Customer C was to create a company that helps businesses transform, to become truly Customer Centric by supporting the leaders driving that change.
Our mission is to guide companies in identifying and eliminating bad profit— those hidden areas where short-term thinking damages long-term customer relationships— and replace it with good profit, where customer value aligns with business value. We challenge executives to question their assumptions and rethink established truths, pushing them to adopt growth strategies that are built from a customer-first perspective
Have you seen, firsthand, any AI impacts on the practice of CX? What impacts are you expecting in the next few years?
Yes, AI has already begun transforming how businesses engage with customers, but its real potential goes far beyond simple automation or chatbots. One of the most exciting developments is how AI can be used to orchestrate complex customer journeys across multiple touchpoints. Today’s customer journeys are rarely linear— they involve a range of interactions across digital and physical channels. AI has the power to bring all these pieces together, making it possible for businesses to anticipate customer needs, personalize interactions in realtime, and guide customers through seamless experiences, no matter how complex the journey may be. I believe organizations that manage to utilize AI in their Customer Journey Management in advanced but secure ways, will have a competitive advantage. However, the key to AI’s success will be ensuring that it’s used to enhance—not replace—the human touch, so that the customer feels truly understood and valued at every point of the interaction.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry?
As customers get more and more diverse - customer centricity becomes even more important. Bias and inclusion is about much more than gender. There are certainly biases, but I prefer to focus on how we can make progress. I believe that diverse teams are essential for creating value because they bring a range of perspectives that help us better understand and solve customer problems. Inclusion leads to smarter decisions, and it’s the businesses that embrace diverse thinking that are best positioned to innovate and grow. Gender equality isn’t just about representation—it’s about creating environments where people can bring their full selves to work and contribute to delivering meaningful value for customers and businesses alike.
What has been your most careerdefining moment that you are proud of?
One of my defining moments was when I decided to stop a project that was at odds with our customer-centric principles. The project would have been profitable in the short term but would have damaged long-term customer trust. The decision wasn’t about making a statement—it was about supporting the leadership team in recognizing that sometimes the best way forward is to pause and rethink. That decision left an impression, and several executives came back to work with us later, appreciating that we prioritized long-term success over quick wins. It reinforced my
belief that being a trusted partner, willing to challenge and guide, is far more valuable than just delivering results for the sake of it.
How do you stay current with emerging trends and innovations in customer experience, and what resources do you rely on for inspiration and guidance?
Curiosity is my biggest resource. I stay updated on trends and developments by reading across various fields, including behavioral science, systems design, and business innovation, as well as keeping up with industry reports. I’m constantly looking for ways to enhance how businesses solve customer problems.
When we don’t find the relevant material externally, we conduct our own research at
Customer C, which has proven invaluable for both us and our clients.
There’s often a difference between what’s theoretically advocated and what’s actually practiced. To bridge this gap, and when preparing the agenda for The Customer Community, I engage with both industry experts and practitioners. Conversations with leaders across industries provide practical insights into how emerging trends can be applied to create real-world value.
I’m also an active member of the CXPA and serve as a judge on the panels of the European Customer Experience Awards and the World Customer Centricity Awards. These roles inspire me and keep me informed about how top players in the field are evolving and implementing the latest innovations in CX.
Gender equality isn’t just about representation— it’s about creating environments where people can bring their full selves to work and contribute to delivering meaningful value for customers and businesses alike
What is your favorite non-academic book and why?
My favorite book is Les Misérables by Victor Hugo. It’s a powerful story about humanity, resilience, and the choices we make. What resonates with me most is the theme of redemption and how small actions can create significant impact over time. In many ways, it reminds me of how businesses operate—you make decisions every day that might seem small, but they can have a profound effect on your people, and your long-term success. It’s about understanding the complexity of human behavior and using that understanding to create meaningful outcomes.
What is your secret to striking a worklife balance?
Balance, for me, is about staying grounded in what’s truly important. I don’t seek balance in the sense of trying to split my time equally between work and life, but rather I focus on being present and intentional in whatever I’m doing. That also often means stepping back to reflect and ask myself, “Am I doing the things that create the most value, both professionally and personally?” It’s not about perfection but about finding harmony through prioritization and staying curious about what works best at different stages of life.
Where do you see yourself in the next 5 years?
In five years, I see myself continuing to support businesses in their journey toward becoming truly customer-centric. I want to help leaders remain curious and committed to
improving how they solve customer problems. My role is to be an aspirational partner— one that helps companies challenge their assumptions, innovate their business models, and create long-term value by aligning their success with their customers’ needs. I hope to expand our reach, but always with the focus on being a supportive, trusted partner rather than the loudest voice in the room.
If you could give any advice to someone striving to be a CX Leader, what would it be?
Focus on outcomes and creating tangible value, both for the customer and the business. As a CX leader, your job isn’t just to improve experiences—it’s to align those experiences with business goals and deliver results that matter. But don't underestimate the importance of navigating internal dynamics and influencing stakeholders. A big part of your role will be selling the story of customer-centricity across the organization, convincing teams at all levels that it’s not just a function but a strategic driver of growth, so that when they stay committed as the required change dawns on them.
You need to be adept at communicating the business impact of CX in a way that resonates with leadership. This means tying customer outcomes to metrics that matter to your company, whether that’s profitability, retention, or market differentiation. Being a CX leader requires more than just empathy for the customer; it requires the ability to rally people behind a shared vision and guide the organization in putting that vision into action.
With 30 years of professional experience, Jeff has spent his career creating all types of experiences software, product, digital, lifestyle, and brand. His passion is inspiring and leading teams to design and deliver innovative and meaningful experiences that enrich people's lives and elevate their potential. At Workday he led the Experience Design and Development Group, responsible for the experience across the suite of Workday products that included the online, mobile, and cross-platform experiences as well as incubating new AI innovation for 65 million users worldwide.
Over the course of his career, Jeff has been involved with a variety of mission-driven organizations. He served on the Board of Trustees at Cornish College of the Arts in Seattle and as a strategic advisor to the college President. He also served on the Digital Innovation Advisory Council for St. Jude Children’s Hospital working with the executive team on digital transformation. He is a founding member of the Design Executive Council (DXC) where he works with industry colleagues to advance the impact that experience design can have in Fortune 500 companies. He is active in the design and technology industry, speaking at conferences and on podcasts, participating in panels, mentoring and advising other leaders. In 2024, he received the Global CX 100 Award from HotTopics. He holds various patents for inventions in product and user experience. Jeff studied design, visual communication and brand identity at California Polytechnic State University.
Recently, in an exclusive interview with CXO Magazine, Jeff shared his professional trajectory, insights on the role of AI in shaping the future of CX, significant career milestones, the secret sauce behind his success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Jeff Gelfuso
Product Leader, & Founding Member, Design Executive Council
Data analytics and AI are in the very early stages of what’s possible, and it’s evolving very quickly
Hi Jeff. How did you first get into customer experience, and what inspires you to stay?
I started my career in the action sports market as a product designer. That progressed from designing outerwear clothing and products to digital and interactive media, websites, software, apps, etc. I really fell in love with building digital experiences. I started leading teams very early on and I loved working with creative people from different disciplines and backgrounds. I have been very fortunate to be at some of the most innovative companies like Microsoft, Amazon, Facebook (Meta) and Workday. In every role, I learned something new that I applied to the next challenge. I have worked on more complex problems, developed and led larger organizations, and built experiences across products and platforms. It just kept evolving and growing. It’s always been about creating innovative product experiences with talented teams of great people and that’s what still inspires and excites me the most.
What do you love the most about your current role?
I get to do this type of work every day! Building products that millions of people use every day, the transformative technology emerging through AI, creating experiences to simplify your work and your life - it’s an exciting time. But most of all, I love the people and talented teams I’ve been so fortunate to support and lead.
What’s your biggest barrier to getting things done as a product experience leader?
The biggest challenges aren’t improving the product experience. We have many methods,
practices and ways to do that. And yes, it’s very important to have a best-in-class product experience for all customers. The harder challenge is changing mindsets, transforming culture, getting people out of their comfort zone in ways they’ve worked for years. Measuring success differently and not see failure as failure, but rather as iteration and improvement. Shifting to a growth mindset that is accepting of doing the hard things, pushing forward, always learning, and getting better every day. To have all teams aligned towards a common vision and working in this way. That’s the state you want to achieve. It’s a constant and evolving practice.
How do you see the role of technology, specifically data analytics and AI, in shaping the future of customer experience? Are there any specific tools or platforms that you believe are essential for organizations to adopt?
Data analytics, AI, ML have come to be part of the general public discussion in the last year, but many companies have been using these technologies for several years. We have all had customer experiences in the form of recommendations, bots, agents, etc. and now through the rapidly evolving power of a variety of LLMs, GenerativeAI enabled us to create a variety of new types of experiences. We’re in a foundational phase where most of these GenAI experiences are focused on increasing productivity and efficiency, specifically content creation, summarization, finding, automating, and completing work tasks. The evolution of the user experience continues to evolve. We went from UI to UX to CX to AX or what I call
People always talk about the experience they had and why it’s delightful or disastrous. You learn a lot by listening to their stories
“anticipatory experiences”. Ones that will use GenAI to anticipate your needs, tasks, results and provide insights, recommendations, and automation to complete your work. We experiencing this integrated into workflows and meetings as well as alongside our work in copilots and agents.
Data analytics and AI are in the very early stages of what’s possible, and it’s evolving very quickly. What will remain true through this major shift is keeping people at the center, elevating their potential, and helping automate the more mundane repetitive work so they can spend more time doing more meaningful, strategic work. It will go much further, faster. We will move beyond this foundational phase of how we do work and evolve to a phase where we think about work completely differently.
How do you stay current with emerging trends and innovations in customer experience, and what resources do you rely on for inspiration and guidance?
I read a lot. Books, articles, blogs. I’m constantly curious. I ask a lot of questions. I also rely on my teams - the leaders and experts you work with always know more than you do. I look to them for guidance and inspiration. I’m also a big believer in taking downtime, time away from our devices, screens, all the technology. I do a lot of outdoor physical activities where I can be present in our natural environment. I’m always refreshed and recharged when I do so, which helps me be more centered and focus my thoughts and my time on more meaningful experiences. I really believe in balance.
You were recently recognized as one of the Global CX 100 leaders! Our readers would love to know the secret sauce behind your success.
Thank you, it is an honor to be on the list with so many incredibly talented and impactful CX leaders. I don’t know if I have a secret sauce. I think about all aspects, scenarios, touchpoints, end-to-end, and all the details throughout. It’s just how I’m wired. One of my favorite questions to ask someone - whether at work or an event or even over dinner - is “tell me a product/service you love and why?” Then I ask them the obvious follow up - “tell me about a product/service you really disliked and why?” People always talk about the experience they had and why it’s delightful or disastrous. You learn a lot by listening to their stories.
What is your leadership philosophy and how do you keep team engaged and motivate them?
I’ve had a framework and set of principles that I’ve followed for a long time. I stick to them. In doing so, the rest unfolds from there. My framework: Purpose, People, Passion, Products, Profit. In that order. The 3 principles I use over and over are:
1. Do great work and let the work speak for itself. It’s really that simple. Create a compelling vision. Build the right strategy. Craft a detailed plan. Then execute and adjust along the way. Be focused, accountable, and deliver. This leads to the second principle…
2. Hire/Retain great talent and build great teams. You start by hiring great leadership. Then model what it looks like. Give them stretch goals, big challenges, space and autonomy. Empower them and guide them. They will hire top talent and do great work and it becomes a multiplier. Throughout you are working on the third principle…
3. Build great relationships and meaningful connections. You have to get to know people. On a deeper level. Be in the work with them doing it together and know what’s going on in their personal lives. Care about them and support them and cultivate a culture where this grows, thrives. Then they do too. Otherwise, what’s the point?
What has been your most careerdefining moment that you are proud of?
I’ve been very fortunate to have many great moments and phases throughout my career.
If I had to summarize the most defining, most meaningful moments, it has been when I’ve had the opportunity to bring together talented people from various teams (strategy, research, product, design, engineering, marketing) to create an innovative new experience that is great for customers and the business and gets used by hundreds of millions of people worldwide. It’s the closest feeling I’ve had to making a platinum album or an award-winning movie. When an unexpected group of creative people come together to create something better than you would of on your won. It’s very rewarding and humbling.
What are your passions outside of work?
I enjoy spending my free time on a board –surfing, paddleboarding, snowboarding. I love listening to music and playing guitar, cooking and entertaining, and enjoying great food+wine together. Most of all I enjoy spending quality time with my wife, our four children, family and close friends.
Where do you see yourself in the next 5 years?
I’m very fortunate to do the type of work I do. Continuing this journey. Working with talented teams. Innovating, learning, growing, creating. Elevating experiences together. It wouldn’t be so bad if that was somewhere under a palm on a white sandy beach.
If you could give any advice to someone striving to be a CX Leader, what would it be?
When an unexpected group of creative people come together to create something better than you would of on your won. It’s very rewarding and humbling
Every company needs strategic design, product, and experience leadership at their core. The best CX leaders have this ethos ingrained in their DNA and weave it into the fabric of the company culture. Remember you’re there to solve problems to simplify CX and deliver valuable experiences to customers. That’s what matters most. Be clear about what you’re great at, what you love to do, and what unique value you provide. Organizations need “I” shaped leaders and “T” shaped leaders. Both are important. Be clear on which you are and how to apply your skills, expertise, and experiences in ways that deliver the most value – while always keeping the customer experience at the center of your work.
Peter Bricknell helps organisations build maturity in digital accessibility across people, processes, technology, and communication. With over 20 years’ experience across Europe, Africa and the USA, he can join the dots by bringing innovation from one type of industry to another. Drawing from the ISO 30071-1 standard on digital accessibility, he coaches and leads clients from establishing the accessibility business case, through to building the programme and capabilities, driving change and making a difference to the bottom line.
Pete Bricknell Chief Product Officer at Hassell Inclusion
Imagine the scene. Alice, aged 61, is a family doctor. She earns well, and saves each year, depositing money into a savings account with her bank. On paper, she is the dream customer.
Alice is also dyslexic and, as she approaches retirement, she has started to notice some of the common signs of ageing. So, when she goes to top up her savings, she struggles with the passwords and the complex resetting process.
As a result of these difficulties, she finds another bank and opens a new account. Her previous bank has lost a potentially loyal customer all because the digital experience hasn’t considered her needs and those of potentially millions of others who have a digital accessibility challenge.
These can arise due to a range of conditions, including sight and hearing impairments, reading or cognitive problems, fine motor difficulties - which make it harder to control a mouse - or more general impairments associated with ageing.
Many companies have a fallacy to only focus on the young. However, figures have shown that the over 65s are the richest generation, keen to save, keen to spend wisely, and are ready to transfer this to the next generation. The International Longevity Centre found that 55p in every £1 in the UK is spent by over 65s, and that will rise to 63p by 2040. That is a lot of spend to ignore.
So, if your business is not thinking about the digital accessibility needs of this generation, then you risk failing in your customer service and negatively impacting on the bottom line.
Research by Hassell Inclusion – ‘A golden opportunity: Are you serving the needs of older
online consumers?’ - found that over 80% of older consumers had frustrations with the apps that they used, and one-third abandoned an online purchase due to difficulties using the website. These frustrations included dealing with complex passwords, not finding what you need to do, not having enough time to complete the task in hand, and poor structure and layout of the pages.
One blind user told of a company where everything worked until you went to pay, and the payment element didn’t work for blind people. How much revenue was the company losing out on? And, were they even aware?
That said, many older people embrace new technologies – 95% of over 65s use a mobile phone, and over a third use virtual assistants, like Amazon Alexa. For Leon, who has a condition where he cannot feel his hands and feet, online shopping is great as he cannot physically get to the shops. However, he told us that he felt that “that many of these organisations have never tried to put themselves in the position of an older person and properly consider how we interact with websites and apps.”
In the research, one in 10 (11%) of the over 65s said they would spend more online if the apps and websites were easier for them to use.
As many companies are in the process of their annual planning cycle, this is the perfect time to look at your investments in marketing, your digital estate, and in customer services, considering the potential impact the older consumer could have on your revenue, net promotor score, and customer loyalty.
Conducting an audit of your digital experience, as well as comparing it to competitors, is a useful exercise as it could unlock opportunities you hadn’t previously considered
1. Understand the opportunity
It is important to acknowledge if there may be an accessibility issue and do the research into your customer’s needs. Conducting an audit of your digital experience, as well as comparing it to competitors, is a useful exercise as it could unlock opportunities you hadn’t previously considered. In addition, exploring what older consumers like and what they find frustrating can be done by conducting focus groups and gathering feedback about their specific accessibility requirements. Look at the end-to-end experience, from marketing emails to brochures, to transactions, and customer services, so you get ‘return on delight’.
For example, when one financial services company started to look at its customer demographics, it was surprised how many over 50s were signing up, but the number of people actually putting money in was much less than other age groups. They had never considered whether there was a problem in the process for older people, and as such were probably losing customers unnecessarily.
2. Address the practical fixes
Consider what to do for customers with conditions such as hearing loss, impaired vision, and poor hand control, as well as people with anxiety, and those who find it difficult to remember things. There are standards for this, such as the Web Content Accessibility Guidelines (WCAG 2.2), and auditing against these can help you find the problems and address them to give a great experience for all.
Some of the fixes can be relatively simple. These include making sure your videos have captions for customers with hearing impairments,
Consider what to do for customers with conditions such as hearing loss, impaired vision, and poor hand control, as well as people with anxiety, and those who find it difficult to remember things
making your buttons big enough to tap with an unsteady hand, and ensuring the design of your website and app has a clear layout and makes good use of white space.
For example, one bank had a drop-down list of all its different savings products. However, someone with shaky hands would find it very difficult to press the right choice either on a screen or tablet. By simply widening each row, it made it easier to read and select the choice.
The third stage is to embed the approach into the way you work – in planning, development, and testing across your entire organisation.
As a CXO you can shape the direction of the business by asking three key questions when your business is looking to make any digital investment. How are you serving the
over 65s and people with disabilities? How will this improve your service for all? Where have you considered accessibility in the budget and plans? Just asking these questions will help the team think wider about building solutions that serve the whole market, and serve them better. Retrofitting for their needs is neither efficient nor effective in the long term.
What is clear is the older demographic has become increasingly tech-savvy. In just 20 years’ time, older consumers will be those of us who are currently in our forties and fifties, are used to doing everything online, and expect the experience to remain user-friendly as we age.
None of us can stop the impairments that come with ageing, so CXOs need to consider how this will influence the design of their digital platforms so that they meet the needs of an increasingly tech-enabled older generation.
