Clare Muscutt talks about CX Insights and Women in the Workplace with Kantar Insights CEO Amy Cashman
Episode #301 Show Notes
Clare Muscutt – host:
Welcome to the first episode of the third series of the Women in CX podcast, a series dedicated to real-talk conversations between women in customer experience. Listen in as we share our career stories, relive the moments that shaped us, and voice our opinions as loudly as we like about all manner of CX subjects.
I’ll be your host, Clare Muscutt, and in today’s episode I’ll be talking to the CEO of one of the world’s biggest insight companies.
Let me introduce you to today’s inspiring guest. A graduate from the London School of Economics, our guest has worked in both consumer and business-to-business research for 22 years. Her interests in numbers and human behaviour led her into a career in insights, where she now enjoys helping brands interpret people’s actions and leveraging that for growth. She’s won numerous awards, championed research to help businesses better understand women as customers, and is a leading advocate of flexible working. Please welcome to the show CX sister Amy Cashman.
Clare Muscutt – host:
Hi, Amy.
Amy Cashman:
Hi, Clare. Lovely to be here.
Clare Muscutt – host:
Oh, thank you so much for joining us. How are you today?
Amy Cashman:
Very well, thank you, very well. Impending holiday in a week’s time, so excited about that.
Clare Muscutt – host:
Where are you going?
Amy Cashman:
Err, Devon.
Clare Muscutt – host:
Oh!
Amy Cashman:
That was very much on the ‘green list,’ I believe, so all good.
Clare Muscutt – host:
I think we’re safe to go there! So, just to ease us in gently to this podcast, I thought I’d ask you an easy question, and that is just to tell us a little bit about yourself and your connection with customer experience.
Amy Cashman:
Yeah, so, I run the insights division of Kantar in the UK, which people may know from legacy brands like Millward Brown and TNS. So, it’s those teams now make up the insights division. We span all sorts of different things, including analytics and qualitative work, but we also have a very big CX practice, which is a really important part of what we do.
I have worked in CX research moons ago, actually, before I even had my family, doing a lot of work in particular with retailers, which I loved. But obviously, the CX landscape has moved on enormously since then. Since 2015, Kantar have partnered with Medallia; since 2017, partnered with Qualtrics. We have really strong global relationships with them now, and that’s very big part of what we do in CX. So, I think we’re the number one partner for Qualtrics globally and number two for Medallia after Deloitte, so that’s a really big part of our ecosystem. But also, as well, CX consulting and offering advice to brands around the platform programmes that we deliver for them, as well.
Clare Muscutt – host:
Amazing! So, yeah, I recently saw, actually, in the archives that Kantar has done so much consumer research about women in the past. I just wondered if there’s any pieces of research or insights that have really stood out to you over that time.
Amy Cashman:
Yeah, I mean to be fair, it’s one of the things I’m proudest about being a Kantar person, actually, because I feel we really believe in inclusion and diversity, but we also put our money where our mouth is and invest in thought leadership and things like that, as you talked about. There was a piece of work I was involved with in 2017 called ‘Winning over women,’ where we were looking at the way that female customers are underserved compared to male customers in the financial services sector. As an example, there we identified £130b opportunity for savings and investments companies if they were to just improve women’s engagement and confidence with the category. So, we were able to put quite a nice hard number on the challenge that exists there for women customers.
Another piece we did, which I was really excited about, was in 2018, we held an exhibition celebrating 100 years of women getting the vote, and what we did was we showed 100 years of advertising to women. We had an exhibition space in Soho – we actually opened it up as a public exhibition, as well, for people to come along to, as well as client events – and we did a companion piece of research next to that, which really helped identify the fundamental difference in self-esteem between men and women, and we explored the role that brands can play in supporting or undermining that self-esteem, as well.
So, we’ve done a lot of different pieces of work, and the thing we do now more in the CX, I suppose, space – or EX space – is our I&D index, which is something that a number of companies use now to assess how they’re performing on key I&D metrics, and which we use ourselves to try and understand that for Kantar too.
Clare Muscutt – host:
Just for anyone that doesn’t know that acronym, what does I&D stand for?
Amy Cashman:
Oh yeah, sorry, inclusion and diversity. So, it’s really looking at all the different aspects across the business of how inclusive and diverse it is and what more a business may need to do to improve that.
Clare Muscutt – host:
So, just D&I the other way around?
Amy Cashman:
Indeed! Yes, exactly.
Clare Muscutt – host:
It’s a new one on me; I’ve not heard it phrased that way. So, just interested to pick a little bit more at that. So, you talked about the reasons why women were being underserved in financial services. Just tell us a little bit more about that. What were the characteristics that meant women were less confident with financial products?
Amy Cashman:
Yeah, so, what we found was that in the sense of financial services, women tend to be quite ‘we’ focused, and men tend to be quite ‘me’ focused. So, women will think about the family finances, and they will think about other people’s financial situations; men tend to think more about their individual financial position.
Clare Muscutt – host:
Interesting!
Amy Cashman:
To sort of demonstrate that, we did some very interesting social media analytics work looking at the different types of searches that men and women made in these categories, and you saw men very much searching for things around individual ISA allowances, individual pension limits, those sorts of more individual products. Women more searching for things to do with the family finances and the balancing of the everyday budget. So, there’s something there around why that doesn’t lead women, then, to think about their own, say, financial future, their own potentially financial independence were they to not have a partner in the future. So, there’s a fundamental difference there.
And then, there is just a general difference in confidence and engagement, and we explored many different reasons about that, but one thing that we certainly did identify was that the way the language that’s used to communicate in that category can be quite masculine – particularly in the investment part of the category – the imagery that can be used is very, sort of, quite male, quite assertive, particularly in that investment space. And so, we were exploring the way that women actually didn’t feel communicated with, and that people weren’t really taking the effort to understand why women are different as customers in that particular category. So, there was quite a number of different things at play.
Clare Muscutt – host:
Interesting! Leading on from that point, you talked about the role that brands can play in either upping women’s confidence or undermining it. Do you have any more examples of that?
Amy Cashman:
Yeah, I mean, you know, there’s the classic examples like Dove, which I think everyone would hold up as a real trailblazer in terms of the way they’ve tried to make their advertising more inclusive in the imagery they use. An example I like more recently, actually, is Sweaty Betty, who are an online – and pretty upmarket in terms of price point – leisure fashion retailer.
Clare Muscutt – host:
I’m a customer.
Amy Cashman:
I’m obsessed, but that’s another story altogether. But if I look at what they did, I thought particularly over the pandemic, you know, they really lent into their Instagram in terms of things like posting workouts every Friday to get different people involved. And they’ve really changed the types of models they use: they use people who are larger and smaller; they use people who are disabled and able-bodied; they use people with all sorts of ethnic backgrounds…
Clare Muscutt – host:
Different age groups, too, I noticed.
Amy Cashman:
Yeah, exactly. And I think it’s brands like that… because that particular category, leisurewear, was one that was really, you know, often, catwalk models are one thing, but the models that people use for like Nike leggings, you know, those guys are athletes; they look incredible! And to the average person, or average woman, that’s just not attainable. So, I think for me, that’s a really nice recent example, actually, of that.
Clare Muscutt – host:
Yeah, no, I love those examples. So, talking about brands, I know that Kantar has done some awesome research and content lately about British brands.
Amy Cashman:
Yes!
Clare Muscutt – host:
I wanted to just ask you about a pillar called ‘Experience Uniquely,’ and the connection that you’ve made between delivering unique experiences and creating brand growth.
Amy Cashman:
Yeah, absolutely. So, you know, obviously, there’s a very strong heritage in Kantar around brand – Millward Brown was at the absolute forefront of brand and advertising research for decades and we had the BrandZ database – it’s a very strong part of what we do. And what we’d observed over the last couple of years what that the global BrandZ top 100 was having a declining number of British brands in it, to the point where last year there were just three: HSBC, Vodafone, and Dove.
Clare Muscutt – host:
Wow!
Amy Cashman:
Yeah, exactly. And we were really worried that in the coming years there may even be none. And we were thinking, when the UK is such a centre of advertising and marketing knowledge and excellence, how can this be? And we didn’t want to sort of sit on the side-lines pontificating about it, so we worked with The Marketing Society to come up with this concept of ‘Great British Brands,’ and, as you say, ‘Experience Uniquely’ is a really critical part of that because we genuinely believe at Kantar you can say what you want about your brand, you can promise the Earth. If you don’t make the customer feel that when they’re experiencing the brand, you know, you’ve set up a promise that is just not being fulfilled for the customer. So, that’s something that we feel really strongly about, actually, the importance of it.
There are sort of four areas we think are really critical to deliver that. The first is really being able to meet the needs of the customer but taking the step before that and understanding truly what the needs are. Standing for something unique and different, so actually taking a position that’s different from others in the category. Showing a genuine and authentic care for customers, which I think over the pandemic period has become even more of an issue. And then, the final part is really being able to deliver an experience on online, digital, mobile that is exceptional and is not just at the category-level, but is better than the category-level, is really leading the category.
And what we did with those four areas is we created what we called our ‘Experience Uniquely’ index for a variety of different brands, and I have to be honest with you, Clare – it’s not good to say – but actually be a high performer across all of those things is a rare thing in the UK, sadly. And there’s definitely work lots of brands could be doing to improve on one or more of those aspects. But when use that index and correlated it against brand power, we saw there was a really strong correlation. So, we know that by focusing into those things and delivering that better experience, you’re serving to drive your brand’s power overall.
Clare Muscutt – host:
I’m thinking about that list that we only had three on: what kind of brands were on there at the top?
Amy Cashman:
Talking off the top of my head now… Just Eat were on there, as an example, obviously, again, that have really met needs through the pandemic and really again very slick in terms of the online and the digital. So, yeah, there was actually quite a range of different brands, not just, you know, the obvious categories.
Clare Muscutt – host:
Yeah, I was looking at something the other day, it was from Accenture, and it was an index of brands that people trust and love, and all the big ones were like Amazon and Google, all these big digital companies that have very little physical footprint these days. And yeah, I was just interested to see if it laddered up similarly because I think one of the things you mentioned there was delivering on your brand promise and setting an expectation from what you say you’ll do, and brands like Amazon have really changed the game, haven’t they? In sticking to lane and absolutely slaying in it…
Amy Cashman:
Yeah.
Clare Muscutt – host:
… but changing the expectation for what other brands are going to be able to do in terms of convenience and things like delivery.
Amy Cashman:
Yeah, I mean, I think that’s the critical point, isn’t it, with delivery? I remember when I became a new parent, there was, you know – particularly the points when you’re sleep-deprived and you’re prepared to try anything that might get you like two more hours’ sleep – and I was looking up all sorts of things online, and I remember trying to use smaller retailers, like I was conscious of trying to do that, but then every time I went to Amazon and it could get me it the next day.
Clare Muscutt – host:
Next day, yeah.
Amy Cashman:
You just think, ‘Oh, gosh!’ So, yeah, the expectation they have reset for all manner of things is quite astonishing really.
Clare Muscutt – host:
Mm, yeah. I was just reflecting on that point around proof-points of the brand promise. I know when I worked at Sainsbury’s, we did a piece of work going that step further from the insights, and the brand identity had been built around this saying of ‘Live well for less,’ but no one really knew what it meant. So, we went into the archives and the agency that we worked with, and it actually meant Sainsbury’s used their ingenuity to help customers live a little better for less. And we were able to use that architecture of the brand statement to say, ‘Well, what would that mean as a proof-point? If it was really truly, beyond price and promotions and a strapline, what would it really mean?’ And we were able to come up with all sorts of experience propositions off the back of that.
So, yeah, fascinating to see that reflected in that research, that the three British brands that got to be on the list were actively demonstrating not just what they say about themselves but the fact that it’s true. So, yeah, I’m completely with you on that one.
So, we’re going to move into the next little section, now, and this is more about you and your career. So, as the CEO of Kantar UK Insight, that’s amazing! And to have reached that seniority at your age is so cool, and I’m sure a lot of women listening will be in great admiration of your career. So, I was really interested: what’s your secret? How did you get where you are?
Amy Cashman:
Well, thanks for the kind words, by the way, first to say. So, I think that particularly in my industry, I think one of the things – so, in the insights industry – one of the things that has always, always fascinated me is businesses, like how businesses work, how do they make money? How do they be successful? How do they grow? What kind of cultures do they have? And actually, when I look back over my career, I did spend a period of time on secondment at GlaxoSmithKline, sort of on the client side, but the rest of time’s been agency-side, and I’ve loved that because you get to work with all sorts of different businesses, all sorts of different categories. I think in the early part of my career, that helped differentiate me because sometimes in research, people get quite sucked into the actual methodology, the data, whereas I was always more interested in what did it mean for the business that I was working for.
And then, I think as I’ve got more senior in the organisation, then that’s helped me understand how I can make my own part of the business more successful and contribute to the overall success of Kantar. So, I think like a fundamental interest in businesses and how they are successful, how they make money, what their strategies are, and how you can get involved in those, as well, I do see that – I don’t think people take enough notice of that sometimes, actually. I try and give people advice about they how want to progress, you know, really look for where the energy is in a business, look for where’s the focus? Because that’s a great place to be in terms of moving yourself forward, as well.
Erm, and I think the other thing, if I’m honest, is I’m very – I’m a pretty calm person; it takes quite a lot to flummox me. So, I think that’s been helpful in my career. And I really do try and treat other people as I would want to be treated; I don’t particularly have any sort of airs or graces or anything like that. It’s important to me that people are treated respectfully. So, things like that, I think, as well, help along the way.
Clare Muscutt – host:
Yeah, I totally agree with you. I think I reached a point in my career where things turned for the better when I broadened my horizon, too, so became much more commercial – especially about the way I talked about customers, customer insights, and customer experience – because you’re totally right: if you’re not going where the energy is flowing with your initiatives or with your insights, or you’re not attaching it back to what the bigger driver is, for CX professionals out there it can be a very frustrating time. Wholeheartedly agree, having that interest and getting as close as possible to different functions within the business that can help you to learn is fundamental to that, too.
Amy Cashman:
I think, as well, you know, Clare, you make such a good point because frankly, to be blunt, which business…
Clare Muscutt – host:
No airs and graces, you promised us.
Amy Cashman:
I did! Which business is going to say, ‘Oh no, customer experience isn’t important’? I mean, every business is going to say, ‘Customer experience is important,’ but what matters is do you get the return on that investment? You know, it’s the right thing to say, of course; everyone would say that. But it’s exactly what you’re saying: how do you prove that the measures you’re taking as a customer experience professional are driving ROI for the business? That’s actually what matters at the end of the day.
Clare Muscutt – host:
Yeah, and stakeholders want you to show them how the thing that you’re putting forward will impact…
Amy Cashman:
Yeah.
Clare Muscutt – host:
… the key business levers and metrics. Totally agree. But it took me a long time to learn that, I think.
Amy Cashman:
Yeah, no, I don’t think I came to it on day one, either. I think it probably is something – you know, you start your career, don’t you? You’ve been in education and you start in a business. There’s other things to learn that you don’t realise about just business life, generally, and those sorts of things are one of them.
Clare Muscutt – host:
Yeah, and I think for CX people, especially, and a lot of the women I talk to, because we find this love that we’ve got for this thing that we discover is called customer experience, it’s quite easy to become quite narrow in our expertise and we want to continue to grow our careers in a kind of direct upwards trajectory but staying in customer experience…
Amy Cashman:
Of course.
Clare Muscutt – host:
… but actually, without taking some time, as you said, you know, to move into the client side – as your example in FMCG – or into different departments or areas, it’s difficult to develop the breadth of skills you need in leadership, actually, to be able to accelerate your career forward.
Amy Cashman:
Yeah, I totally agree.
Clare Muscutt – host:
So, yeah, I’ve got a little bit of an interesting question here because, again, I’m fascinated by the career journey that you’ve had to get where you are, as I said, at the age that you are is amazing. So, were there any particular moments in your career that have shaped you as a leader?
Amy Cashman:
Yeah, I mean, there’s a couple that stand out, I think, for me. I think there was a time in my 20s when I think I was – I was quite an ambitious person in my 20s, like I definitely wanted to be more senior and work hard, and I think it was getting little bit out of balance at one point. And I remember – I probably, yeah, it’s probably in my mid to late-20s – somebody who I respect very much, a senior person in the organisation, said to me… they made an observation. They said, ‘Oh, I think you’re one of those people who live to work rather work to live.’ And I just remember being absolutely shocked and just thinking, ‘Oh, my god. Is that the impression I give people?’ You know, and I just – and I really reflected on that a lot. I can literally still remember to this day many years later him saying that to me. But it was quite a good turning point for me to just take a step back and think, ‘Well, hang on a minute, but I have these family and friends that I love and things outside of work, you know. What impression am I giving?’ And I think since then, I’ve – that was a helpful point for someone to say that to me and just be like, ‘You know what, Amy? Maybe just chill a little bit.’ So, that was important, I think.
And I think the second thing that I would talk about is probably when I came back to work – so, I’ve got twins and then I’ve got another child, so I’ve had two maternity leave periods out of work but three children – and when I came back after my third child, we felt our family was complete, and so I was kind of back at work ‘til retirement type thing, so you start thinking about things you wouldn’t have thought about otherwise. And I was really interested in still progressing my career but when I looked up in the organisation, the person directly above me, the way they were doing the job, I just really couldn’t get my head around it: they worked a lot of weekends; they were working every holiday; they were emailing all the time; they were doing all these things that are just not how I feel comfortable working; and the way they behaved was quite aggressive, and things that just don’t sit well with me. And I remember talking to a man who was a mentor of mine at the time about it, and I said, ‘I probably, you know, I don’t think that’s for me. I need to think what I could maybe do working, move sideways or something.’ And he said to me, ‘You’re just judging the job on the person who’s doing it, Amy. You’re not judging the job itself.’ And I really thought about that, and I thought, ‘Oh, god, that’s right, I am.’ He was like, ‘How would you do that job? Like, describe to me how you would do that job.’ So, I described it to him, and he was like, ‘Well, that’s how you would do it.’
And that’s been probably, actually, the piece of advice I’ve passed on the most to other people. And funnily enough, we talked about it on International Women’s Day in Kantar, and one of my female colleagues came to me afterwards and she said, ‘I don’t know if you remember but you said that to me 18 months ago, and I got this new senior job and one of the reasons is because you said that to me.’ And I thought, ‘Wow! That’s amazing!’ I just think it’s a brilliant piece of advice for anyone, actually, because until we do improve the diversity of what we see at the top of any organisation, there’s always going to be case that people have to take that view that ‘This is how I would do the role; it’s not how the person who’s in it at the moment would do the role.’
Clare Muscutt – host:
Mm, that’s so powerful and great to heat it played back to you from somebody…
Amy Cashman:
I know, yeah.
Clare Muscutt – host:
… who made that step and followed your advice.
Amy Cashman:
Yeah, it really made my day.
Clare Muscutt – host:
Yeah. I think I’m just reflecting on a few things you said there, again. I’m thinking about being a very similar graduate into your early 20s, into your mid-20s, with this ambition and drive that does take over your life and you don’t realise it. I know for me, I gave up pretty much everything and didn’t have a relationship the whole time I was in corporate. I didn’t go on holidays. I was that person that you’re talking about who always was like attached to their BlackBerry even if they were on holiday – when BlackBerrys were a thing.
Amy Cashman:
I remember that.
Clare Muscutt – host:
Yeah, and like the pressure I think women feel under to overdeliver and over-prove themselves sometimes, especially in organisations where that kind of environment exists where the women have to work – well, I was going to say as hard as the men – but behave in a way similar to men, you mentioned like the aggressive kind of behaviours that you look up and see, and I remember thinking a similar thing, like, ‘Who on the leadership team would I want to be?’ And there were very few women that I could think I’d want to have that life, and they always seemed to have to make a choice between things like family time or coming back from maternity leave – like, Sainsbury’s are actually pretty good at that aspect of ensuring that women could have those opportunities and come back to work – but there were women that I looked up to and they just looked permanently exhausted and were always still in the office – when we used to be in the office – all the time.
So, this leads me into my next question, which is around, as the leader of your organisation now, how have you created, or how do you create, environments where women can thrive, especially if they want to have children?
Amy Cashman:
Oh, gosh! There’s lots of things that I think are important on that. You know, I think flexible working is critical. So, when I came back to work after children, I really do believe that it’s only because I was allowed to have flexible working that I stayed working. I do honestly believe if I’d have been forced to choose, then, between either a full-time job or being at home, I would have chosen being at home because I just think on balance that’s what would have worked for me. So, flexible working, I think, is absolutely critical.
I think, as well, an environment that shows you that they’re serious about being, about having more senior female leaders, and that’s something again where I feel Kantar – and under its previous owner, WPP – there was plenty of evidence for me as a woman that they wanted me to be more senior and be more, be progressing. So, for example, Kantar run a programme called ‘Empowering growth for women,’ which was to help mentor and develop the next level of leadership in women. And WPP ran a course called ‘Propellor,’ which was a fantastic course run across WPP to help, you know, female progression, as well. So, I think that kind of evidence, as well, you want to see – it’s all very well for a company to talk about it, but you need to see them doing it.
And then, I think actually, it really loops back to some of the things we were just talking about, Clare, but I think it’s really important to be clear what your red lines are in an organisation. I’m very clear there’s things I won’t miss: I have never missed one of my children’s assemblies; I’ve never missed sports day; I’ve never missed a parents’ evening. I just won’t miss stuff like that. And I’ve had occasions where it’s clashed with an important meeting and I’ve explained why – and I think this is to your point about what you see at the top of an organisation – I’ve consciously chosen to explain, ‘I’m not at that meeting because I’m at a school assembly.’ I haven’t tried to hide it and say, ‘I’ve got a medical appointment’ or anything like that because that’s how you get the message that that is okay and that is normal. And that’s not always felt comfortable, to be truthful. I’ve come to that, I would say, over a period of time. It wasn’t something I would have done straight away when I got back from maternity leave, but I hope by doing things like that it just makes it normal to people.
And you know what I think is really important to say? It’s not just about women, this sort of thing either. I remember a few years ago, we had a very important day in the business, and it happened to fall on the same day as my son’s birthday – and his birthday’s in April, so I can always have it off because it’s Easter holidays, so I could always have the time off with him – and I said, ‘I’m really sorry. I’m not in this day because of my son’s birthday,’ and I got an email from a male colleague saying how much he’d appreciated hearing me say that and that he’d been thinking he wouldn’t take his daughter’s 16th birthday off because he was too busy but now, he’d decided he would. And again, you know, people need to see it and they need to hear it for it to become normal. So, I think it’s about those characteristics in an organisation, too: not just saying it’s okay, but demonstrating it’s okay, I think.
Clare Muscutt – host:
Yeah, I think that’s definitely been the theme of this podcast, hasn’t it? Whether it’s a brand outward-facing to customers…
Amy Cashman:
Yes! Yes.
Clare Muscutt – host:
… it’s not just about saying these things or having policies, I guess, on the internal side about diversity and inclusion or from a customer perspective saying, ‘We performatively support things like Pride,’ it’s about actively seeing leaders within the organisation demonstrating the behaviours that reflect what you’re saying. And as a place to work, I agree with you, it’s so powerful, and I love the examples you have. I remember when Chloe came on the podcast, she was talking about the example you’d set for her and how it made being a working mother – or working parent – easy for her, too.
Amy Cashman:
Yeah, and she’s a great example herself of somebody, you know, who’s got lots of talent and ambition and balancing a family, as well. So, yeah.
Clare Muscutt – host:
Ah, it’s really great to hear. So, I’ve really enjoyed talking to you today, but I thought I’d just ask one final question…
Amy Cashman:
Of course.
Clare Muscutt – host:
… and that is what piece of advice would you give to aspiring leaders from women in CX?
Amy Cashman:
Erm, I would – you know what? I would go back to the sort of being authentic point because what you have to remember is that if everybody was always behaving in the way they thought leadership positions behaved, then nothing ever changes and it all just stays the same. So, even if it feels a bit scary sometimes, just be yourself. Lean into who you are and don’t feel you have to change to be successful. There’s so many skills that different types of people – and I don’t just include women in that… people from different ethnic backgrounds who aren’t represented well in senior leadership positions either – bring all sorts of different skills which are so valuable. So, that’s my main thing I would say, actually.
Clare Muscutt – host:
Yeah. Well, this has been a brilliant conversation. I’ve loved how the theme kind of spanned both the customer experience and the employee experience.
Amy Cashman:
Yeah!
Clare Muscutt – host:
Loved hearing your fabulous career stories and to hear that not only did you build your career, but you did it in a way that you were able to have the life that you wanted to lead is fabulously inspirational for all of us. And yeah, I’d just like to say thank you so much for sharing your insights, especially about those red lines and knowing what your red lines are. I know for me, personally, at the moment, my boundaries around work are slipping left, right, and centre, so it’s been great for me to be part of this conversation too. Some really amazing reminders. So, thank you so much, Amy.
Amy Cashman:
You’re very welcome.
Clare Muscutt – host:
And thank you to Kantar for supporting Women in CX, too.
Amy Cashman:
Oh, no, we’re delighted to do that! Thank you.
Clare Muscutt – host:
Take care! Bye now.
Amy Cashman:
Bye!
Clare Muscutt – host:
Thanks for listening to the Women in CX podcast with me, Clare Muscutt. If you enjoyed the show, please drop us a like, subscribe, and leave a review on whichever platform you’re listening or watching on. And if you want to know more, please join us at womenincx.community, and follow the Women in CX page on LinkedIn.
Join us again next week where I’ll be talking about the future of retail with a woman who started her own ecommerce business during the dotcom boom, was awarded an MBE for her services to fashion, and went on to hold several leadership roles at some of the UK’s largest retailers.
See you all next week!