Taylor Johnson, Director of Customer Experience at Nathan James, joins this conversation to share her hands-on perspective on the realities of modern CX. As someone actively navigating the pressures and complexities of leading a growing support team, Taylor brings a grounded, relatable voice. From the first click to post-delivery follow-up, she ensures every customer journey is seamless—and offers insights into how CX leaders can do the same.

Dig in to her expertise:

This interview has been edited for clarity.

 

Gabe Larsen: With that experience, when does your team typically get involved with the customer? Is it during the website visit, or is it more post-purchase? How do you navigate that relationship?

Taylor Johnson: We try to be available to customers at any point in their journey. Often, when they are on the website, they have questions about product materials or dimensions, so they reach out pre-purchase. Sometimes they ask for recommendations—like whether one product will look good with another. We support that part of the journey, and then, once someone places an order, they are excited and waiting for it to arrive. If they have questions during that phase, we are also there to help.

Gabe: I love that. That connection between marketing and customer experience is something so many companies are trying to get right. Some teams give themselves creative names—something more consultative than “customer service rep.” Have you experimented with that?

Taylor: Kind of. We call ourselves the Customer Happiness Team.

Gabe: I like that. I have seen some creative ones out there, but that is a good one. Let’s shift gears. One thing our audience asks about often is impact. What do you feel leaders often get wrong when it comes to showing impact?

Taylor: I think the challenge in CX is not just sharing data or tracking metrics—it is showing the value those metrics represent. Translating data into business outcomes and aligning it with broader company goals is key. That is how you get buy-in, budget, and support. The biggest thing is speaking the same language as decision-makers.

Gabe: Why do you think that disconnect happens? A lot of people know they need to tie metrics to business outcomes, but they struggle to do it. What gets in the way?

Taylor: I think it is about just getting started. It will probably be messy at first, but you have to start somewhere. Do not wait for your data to be perfect. Begin by tracking something—even if it is basic, like why customers are contacting you. Over time, you can begin to tie those contact reasons to outcomes and costs.

Gabe: That makes sense. I have heard you mention the importance of stories in addition to data. How do you balance that? Everyone talks about the importance of data, but sometimes it feels overwhelming or hard to interpret.

Taylor: It is definitely a balancing act. I like to start with first principles: What is the business trying to accomplish right now? From there, identify what customer signals can support that goal. Then you can narrow down to which metrics or pieces of data will help you measure progress and take action. It is about starting with the big picture and working backward from there.

Gabe: So start with the end in mind. I like that. But metrics can still be overwhelming. There are so many. How do you figure out which ones are the right ones?

Taylor: It really depends on your business model, your products, and your current goals. For example, if your company is trying to reduce returns, start with returns data. Look at which SKUs are driving the most returns and what return reasons are coming up most often. Drill down until you uncover insights that can lead to action.

Gabe: That is a great example. Every business is different, and even the same company will prioritize different metrics at different stages.

Taylor: Exactly. It also depends on what phase your business is in. Focus on what will make the biggest impact right now, then drill in from there.

Gabe: Do you think there are certain metrics leaders get stuck on that might be misleading or distracting?

Taylor: Definitely. Take CSAT or NPS, for example. You might see your CSAT score rise over six months—which sounds great—but what did that actually do for the business? Did it reduce returns? Increase repeat purchases? If you cannot answer that, you are stuck with a vanity metric. You need to be able to say, “This increase in CSAT led to these outcomes.”

Gabe: That brings us back to interpreting data. It is not just about having it—it is about what it means. Any tips on how to turn raw data into useful insights?

Taylor: If you know, for example, that a large volume of tickets are “Where’s my order?” inquiries, that is data. From there, ask: Why does this matter? What can we do about it? If customers who contact support are less likely to make a repeat purchase, that is a business case to improve post-purchase tracking. Better tracking leads to higher retention and fewer tickets—which also reduces support costs. That is how you build a full story.

Gabe: That is a great breakdown. You have a knack for simplifying complex ideas into a step-by-step framework. If you had to coach a team on how to approach using data more effectively, what would that process look like?

Taylor: Start with the business goal. Identify one or two metrics that influence it. Then create a consistent way to track those metrics.

Even if it is manual at first, start with something like a Google Sheet. Pull contact reasons from your help desk, returns data from your backend, Shopify data—whatever you need. Combine it, track it monthly, and begin to share it internally. Do not wait for perfection. Just get it in front of someone—your manager, a peer, or a leadership group. That is how you start getting traction.

Gabe: Yes. That internal storytelling piece is so important, but often overlooked. There is a lot of internal communication and selling that needs to happen.

As we wrap up, what final advice would you give the audience? For CX leaders trying to navigate data, tech, personalization—what is your message to them?

Taylor: Take a step back. Think about the decision you are trying to influence or the goal you are working toward. Who needs to see this data, and why should they care?

Tie the data to outcomes—ideally, financial ones—and figure out what information you need to support your case. Whether you have to start tracking it manually or pull it from across departments, do what it takes to build the story. That is how you get alignment and drive change.

 

Closing thoughts

Taylor Johnson’s insights remind us that data is only as powerful as the story it tells. In CX, impact comes from tying metrics to business goals and translating insights into action. Whether you are tracking “Where’s my order?” inquiries or analyzing returns, the goal is clarity—not perfection. Start small, communicate often, and focus on outcomes. The takeaway: effective CX leadership is not about having all the data, but knowing what to do with the data you have.

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