CUSTOMER CARE, CUSTOMER SUPPORT AND CX LEADERS…
Unlock your hidden margin
Find time and money already tied up in your operation
Buried under endless urgent issues?
“So much to do, so little time, so few resources”
My time is consumed by urgent issues; strained queues, broken automations, and pressure to cut costs. There is never any time, and fewer resources, to fix what is broken.
“Suddenly, I own a budget. I was never taught how to do this.”
Leaders talk about revenue, retention, conversion, margin. I’m trying to keep up, but frankly I’m faking it most of the time.
“I flagged this exact thing in Q2. Why am I explaining it again like it’s new?”
I know what needs to be fixed. The customers and my agents are constantly complaining about it. My leader wants me to put the ROI in dollars, and as soon as I try, it fails to catch attention.
More workarounds, more automation, more headcount. Adding more doesn’t make the issues go away. It just adds bulk to your operation.
You’ve probably added all three. The time and money you’re being asked to find are already hiding in what you have.
Subtract before you add.
The Aperture Method
In 7 weeks, the Aperture Method teaches you to untangle your urgent issues and find time and money already hiding in your own operation. You’ll learn to use ratios Finance can trust, and language the whole business understands, to align with Product, Finance, Engineering and Sales on what gets fixed first.
MODULES 5-7
Make the case and own it
Put a price on the trade-offs, including doing nothing, win champions, and leave with a process you can run when everything feels urgent.
MODULES 3-4
Learn ratios Finance can trust and language the business understands
Understand how your company makes money and where your team sits on the P&L. See idle time and strained workforce side by side in your own data.
MODULES 1-2
Untangle the noise
Separate what agents and customers complain about the loudest from the fixes that have the highest value to the business. Sort what’s yours to fix from what’s shared and what you can only influence.
Leadership skills are part of every module: leading through ambiguity, deciding under uncertainty, and staying curious under pushback, practiced on real issues.
You work on issues currently piling up, not case studies. You finish with a sequenced proposal for solutions in your own organization, and a case ready to present, not just theory.
Where to start
OR, ready to talk NOW
A Clarity Call
A 30-minute conversation about what’s straining your team and whether the Aperture Method is the right fit.
STEP 2
The Untangling the Noise live coaching
Bring your completed workbook to 60 minutes of live coaching. Map the root causes behind your top issues, weight them toward business risk, and leave with a priority statement you can bring to your exec. Pain is where value to the business starts.
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I’ve sat on every side of the budget conversation
I’ve spent 25+ years across Finance, Customer Support, and Program Management.
At Chegg, demand in Customer Support never held still. Three times a year, we charged late fees and contacts spiked 10x for 1-2 days. Then 2 weeks later we would do it again. Not a single BPO vendor could give us that kind of flexibility without carrying massive amounts of idle time during the in-between periods.
Then the pandemic brought 70% growth for the business. That’s when I realized our model needed to react to massive changes more quickly.
Two years later, I was asked to cut my budget by 20%, then 30%, then 50%, in three consecutive years. Because we’d built that flexibility, I made the first two cuts without cutting headcount.
Now I teach Customer Care, Customer Support, and CX leaders to get control of urgent issues, find the time and money already tied up in their operation, and make the case for what gets fixed first in numbers Finance can trust.
From a reporter of problems to a trusted business partner
After
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A framework for prioritizing and funding your proposals with a rationale you can defend, and ratios Finance can trust
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Time to focus on strategy, capacity to deal with urgent issues, visible proof points of progress
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Clear, confident, fluent in the business, and able to hold your ground with non-CX leaders
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Seen as a valued business partner who is consulted before decisions are finalized
Before
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High and low value issues all feel equally urgent, with fragmented data and no analyst support
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Consumed by urgent issues, re-explaining old issues, scrambling during spikes and paying for idle agents during lulls
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Feeling buried, stuck, and frustrated at being ignored
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Seen as a cost center and a reporter of problems