--- title: Customer Experience | Summatt — Fractional CMO, Sydney description: Journey mapping and CX work that finds where customers actually drop off — and fixes the handoffs between sales, marketing and service. --- [Skip to content](https://www.summatt.com/customer-experience#main-content) [![](https://www.summatt.com/hs-fs/hubfs/summatt-lockup-stacked-1000.png?width=1000&height=548&name=summatt-lockup-stacked-1000.png)Homepage](https://www.summatt.com/?hsLang=en) - Services - [Marketing Strategy](https://www.summatt.com/marketing-strategy?hsLang=en) - [Go-to-Market](https://www.summatt.com/go-to-market?hsLang=en) - [Customer Experience](https://www.summatt.com/customer-experience) - [Interim Marketing Leadership](https://www.summatt.com/interim-marketing-leadership?hsLang=en) - [Marketing Diagnostics](https://www.summatt.com/marketing-diagnostics?hsLang=en) - [Team & Capability](https://www.summatt.com/team-and-capability?hsLang=en) - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Book a call](https://www.summatt.com/book-a-call?hsLang=en) - Services - [Marketing Strategy](https://www.summatt.com/marketing-strategy?hsLang=en) - [Go-to-Market](https://www.summatt.com/go-to-market?hsLang=en) - [Customer Experience](https://www.summatt.com/customer-experience) - [Interim Marketing Leadership](https://www.summatt.com/interim-marketing-leadership?hsLang=en) - [Marketing Diagnostics](https://www.summatt.com/marketing-diagnostics?hsLang=en) - [Team & Capability](https://www.summatt.com/team-and-capability?hsLang=en) - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Book a call](https://www.summatt.com/book-a-call?hsLang=en) Fractional CMO · Strategy · Go-to-Market · Customer Experience # Customer experience Journey mapping that finds the two or three points where people quietly give up. Usually cheaper to fix than the channel spend that was meant to compensate for it. [Book a call →](https://www.summatt.com/book-a-call?hsLang=en) /01 ## The conversation usually starts with one of these "Conversion is leaking somewhere and nobody can point to exactly where." "We're about to spend more on acquisition — I want to know the front door works first." "We're rebuilding the service flow and I'd rather not do it on guesses." /02 ## Buying from you needs to be easy, not just appealing. Being the name a buyer thinks of is only half the job. The other half is being easy to act on once they do — and that half is usually where the money leaks. A form that asks for eleven fields, a quote that takes six days, an onboarding step that requires a phone call during business hours. None of it shows up in a campaign report, all of it costs revenue. These points are almost never where people assume. They're rarely the obvious big moments and almost always a small, mundane friction that everyone internally has stopped noticing because they've worked around it for years. Which is why this is diagnostic work before it's design work. Find the two or three points where people actually give up, fix those, and leave the rest alone. Worth knowing Fixing the leak is almost always cheaper than buying more traffic to cover it. /03 ## How the work happens Senior time, a minority of your team's capacity to manage, and a clear end point. Phase 1 · 2–3 weeks ### Diagnose Walking the journey customers actually take, not the one the org chart describes — with the data, the front-line team and, where it's useful, customers themselves. Phase 2 ### Decide The two or three moments that are actually costing you, ranked by impact against effort — and the long tail explicitly parked. Phase 3 ### Hand over The fix list with owners against it and a way to tell whether it worked, so the next person to look at this isn't starting again. /04 ## What you get 01 A map of the journey customers actually take — not the org chart's version of it 02 The specific moments where people abandon or quietly disengage, named and located 03 What each of those moments is costing you, so the business case writes itself 04 A fix list ranked by impact and effort, not a wishlist 05 The things not worth fixing, named explicitly, so nobody relitigates them later 06 Where the seams between teams are creating the friction, and who owns each one 07 A before-and-after view so you can see whether it actually worked 08 A document the board can read and the team can act on without a translator 09 A handover to your team — the goal is that you don't need me running it /05 ## Recent example A mining technology client came to Summatt saying “our CRM needs fixing”. The CRM was working exactly as built — what was missing was a documented definition of a qualified lead, so every handoff between teams was being made on an assumption nobody had written down. The friction wasn't in the software. It was in the seam between two teams who each thought the other one had it covered. [Read the full story →](https://www.summatt.com/case-studies?hsLang=en) 20 yearsIn senior marketing roles, in-house $20–100MTypical client revenue range BothSales and marketing have reported to me /06 ## Who this is for Conversion or retention has a leak somewhere and no one can point to exactly where. You're about to spend more on acquisition and want to check the front door works first. Or you're rebuilding a product or service flow and want evidence, not guesses, to guide it. Good fit - Enough volume through the journey that the data can tell you something - Someone able to act on the fix list once it exists - Willingness to hear that the problem is internal rather than the market's fault Not a fit - You want a redesign, and the research is there to justify a decision already made - The fixes will need budget or authority nobody's willing to spend - The real problem is that not enough people know you exist yet /07 ## Engage Summatt. Get Stu. ![Stuart Matthewman, founder of Summatt](https://www.summatt.com/hubfs/stuart-matthewman-portrait-v2.jpg) Twenty years in senior marketing roles, most of it in-house rather than in an agency — which means I've had to live with my own recommendations, not just hand them over and move on. I'm direct, I show the working, and I'll tell you when something's rubbish. Nicely. On the record Former CMO of an ASX-listed technology company. Currently head of marketing, on contract, for an ASX-listed healthcare group. Sales has reported to me in both. Get in touch ## Tell me what's going on. I read these myself and reply within a day. If it's obvious from your message that I'm not the right person, I'll tell you that too — and usually point you at who is. Your details go into my CRM so I can reply, and nowhere else. I don't sell data or add people to lists they didn't ask for. The [privacy policy](https://www.summatt.com/privacy-policy?hsLang=en) has the detail. - Services - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Privacy Policy](https://www.summatt.com/privacy-policy?hsLang=en) · [Terms of Engagement](https://www.summatt.com/terms-of-engagement?hsLang=en) · © 2026. 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