EP001

OPENER

Georgina has spent more than 15 years in design and customer experience, the last nine-plus leading it across pharma, insurance, and premium coffee, often shaping products for dozens of markets at once.

She lays out how a company finds the few customer moments that matter to both the customer and the business, and why the question 'can we build it?' comes later than most teams expect.

This is the first episode of Prime Perspectives. It's the conversation I wanted to open the show with.

THE BLUEPRINT

This is the Moments That Matter cycle as Georgina drew it on air: how a company goes from "we have a lot of data" to one customer moment that gets rebuilt, measured, and improved again. To show it in action, I applied it to a premium outdoor apparel brand.

1. Start with what you already have. Funnel data, journey maps, interviews, user tests, market data. Her warning: not all of it is good, because companies collect everything.

2. Turn it into clusters of moments. A small cross-functional group does this in workshops: people who are close to the customer, to the business, and to the experience. Size the group to your company, keep it small enough that everyone stays committed, and don't let it become "a feast of 60 people". The output is a set of clusters, each holding the specific moments inside it.

3. Gate one: which moments matter. Four questions at cluster level: impact on the business, value to the customer, how much the company can actually influence the moment, and the investment and time it needs. A moment has to matter to both sides.

4. Pick one, and write the business case. Real numbers, before design starts. If it won't bring back what it costs, why do it now?

5. Map today's experience inside that moment. This is where service designers lead, and journey maps earn their keep.

6. Gate two: which pain points to fix. Prioritise the pain points, then define the North Star experience. Now feasibility enters, and the job is finding the root pain point that knocks over the rest. Then roadmap, build across every department the moment touches, and measure with more than NPS: churn, time on task, how easy it is to buy. The results feed back into step 1.

The part I'd underline is the split between the two gates. In most roadmap meetings I've sat in, feasibility is the first filter, so teams end up fixing what's easy instead of what matters. Georgina corrected me on exactly this while drawing.

PRESSURE TEST: WHAT IT TAKES TO START

Every method has a cost of entry: the things that must already be in place before it can work. Skip them, and the Blueprint above stays a nice drawing. Here are three checks to see if you're ready.

1. Who would need to be in the room to speak for the customer, the business, and every touchpoint a moment crosses? In a small company, that might be three people and an afternoon. In a large one, it's a standing group. Either way, if you can't name them, that's your first gap.

2. Could you put a number on what fixing your most critical customer moment would bring back? A business case with real numbers, not a hunch. In her process, that case comes before any work starts, and a moment that won't earn back what it costs isn't tackled now.

3. Where does customer knowledge sit that the people setting priorities never see? Support tickets, sales calls, store staff, returns and reviews, partner or marketplace data, local teams. Georgina brought the biggest markets in from the first day of discovery because they had data HQ didn't, and what came out of it changed how the markets saw their own problems. Every company has its own version of that gap. Find yours before you start.

Your customer experiences one company. They move from an ad to the app to a store to a support chat, and expect it all to feel like the same brand.

Georgina builds around exactly that. Her team organised around stages of the customer's journey, and for each moment that matters, a cross-functional team forms around it. Devices and interfaces come and go. Why someone buys for the first time, and why they come back, barely changes.

So here's the move for this week. The next time a request lands as a channel brief ("the app needs…", "the website should…"), rewrite its first line as the customer moment it serves. Then ask who else touches that moment and invite them to the kickoff. It costs one sentence and one calendar invite, and it changes how the decisions get made.

Find all information about the episode as well as the playbook on the Prime Perspectives website.

Think of the last company you quietly stopped buying from. No complaint, no angry email. You just never came back.

What was the moment it happened?

Hit reply and tell me yours in a line or two. I read every answer.

Talk soon, Luca