April Newsletter – an interview with Jamie Lord
Welcome to the April 2025 edition of the CX Talent Ltd Newsletter. Kate Baird and Jo van Riemsdijk are so delighted and grateful to the amazing Jamie Lord – Customer Experience Lead at Waitrose & Partners . When we originally interviewed Jamie for this edition of the newsletter, he was still at John Lewis (Financial Services). Since then, he has moved on and is now working for one of our favourite brands – Waitrose & Partners. We would like to thank him for his incredibly valuable time and insights.
Thank you Jamie for agreeing to be our latest guest in our Senior CX Leader interview series. What are your current reflections on the world of CX and Service Design?
When I started out in design, customer experience wasn’t as established as it is today. The language, the tools, the understanding of its value – they’ve all come a long way. But at its core, the work has always been about the same thing; understanding people, solving real problems, and making experiences better.
In this Q&A, I’ve shared a bit about my own journey, what I’ve learned along the way,and some thoughts for anyone starting out in CX today. It’s not a straight path, and the work is often messy, but that’s also what makes it meaningful.
Jamie – in your last role you were Experience and Service Design Lead at John Lewis Financial Services – please can you tell us what this entailed and what your main responsibilities were?
In a nutshell, my role was about making sure we’re designing the right experiences for our customers, not just what looks good on a screen, but what actually works for people across the end-to-end journey. I sat within the financial services arm of the Partnership, but we didn’t own the products, they were provided by third parties, and so a big part of the role was about bridging the gap between supplier and brand, making sure what we delivered still felt like a John Lewis experience.
I led a brilliant team of blended designers, covering interaction design, service design, customer journey and research. It was a great mix that allowed us to look at problems from different angles and shape solutions that work for both customers and the business. We focused just as much on shaping strategy as we did on delivery, which meant influencing the broader experience roadmap, advocating for the customer at a senior level, and embedding design thinking into how we approached transformation.
One thing I really valued is getting out into our John Lewis stores and Waitrose branches, especially during peak trading, to speak with customers and our incredible Partners. You get so much from those conversations. It brings the real-world context to the fore and helps build empathy, not just for our customers, but also for the people delivering the experience on the ground. That insight is priceless when you’re designing change that actually works.
You have some really interesting multi-sector experience – from airlines, telecoms to automotive and financial services. Which sector have you enjoyed working within the most and why?
That’s a tough decision . Each sector has taught me something different and brought its own challenges. But if I had to choose, I’d probably go back to the beginning, to my time in travel at Virgin Atlantic, where I started out in Service Design. I was lucky to work on some brilliant projects. Shaping the experience in the iconic Upper Class Clubhouses, designing the dedicated check-in and drop-off facility at Heathrow, and running countless in-flight trials to evolve the service throughout the cabins. It really showed me the power of design thinking in action, the way small, thoughtful touches can make a lasting impression.
One story that’s always stuck with me was hearing about a crew member who noticed a broken coat button on a passenger’s jacket. They quietly took it away, sewed on a new one overnight during the flight, and handed it back to the customer on landing – no fuss, no need for recognition. That kind of unscripted, human moment is what creates true brand loyalty. It taught me that great design isn’t just about systems and flows, it’s about people, and how we make them feel. That experience gave me a solid foundation, and it’s something I’ve carried with me into other sectors.
In telco, for example, the focus shifts; it’s fast-paced, complex, and commercially driven, with constant innovation in tech and propositions. Working at O2 really pushed me to think differently, to challenge conventions, and to understand how to design experiences at scale, under pressure, and still make them feel meaningful.
Every sector has sharpened a different skill , but I think it’s that blend of emotional insight from aviation and commercial pragmatism from telco that’s shaped how I lead today.
Do you think that by working in CX, Digital Design and Service Design – having multi-sector experience is a help or a hindrance and why?
It’s been a massive help. Every organisation brings its own culture, constraints and customer dynamics, and working across sectors forces you to adapt, listen, and learn fast. That adaptability is invaluable, especially when you’re trying to drive change. You start to see the patterns. The things that are universal in customer experience, but you also build a toolkit for navigating the realities of different environments. Whether it’s regulated industries, complex supply chains or legacy tech, having seen it from different angles helps me challenge assumptions and bring fresh perspective. It also keeps you grounded. You learn to respect the operational detail while keeping sight of the bigger picture.
Can you talk us through the project or initiative that you are most proud of? Were there any particularly tricky challenges that you had to overcome to drive it to success?
One of the projects I’m most proud of is the work we’ve done to define a set of service behaviours that underpin the experience strategy for an upcoming insurance proposition. It’s the first time we had full ownership of a product, so it gave us a real opportunity to step back and ask, what should a John Lewis experience feel like in this space?
Rather than jumping straight to solutions, we focused on shaping a behavioural foundation. This focussed on looking at how we wanted customers to feel, and what that meant for the way we show up as a brand, as a service, and as people. This was especially important given the complexity of our model: we’re operating through a third party, within a regulated environment, and yet customers still expect a John Lewis experience.
Working through that tension was a real challenge, designing for consistency and empathy when the delivery is through someone else’s systems, processes and people. We weren’t trying to control every moment, but to influence the culture and shape the conditions for good decisions to be made, and good experiences to follow.
There’s always a temptation in financial services to focus purely on the functional, what must be said, what can’t be promised. But people don’t experience services that way. It’s human to human, not policy to policy. So we brought it back to intent: what arethe cues we can design into the journey to help people feel reassured, supported, and in control? It meant making space for more human touches, moving away from robotic defaults, and being mindful that even in a tightly governed environment, you can still design for warmth and clarity.
It was a brilliant example of how design can help an organisation navigate ambiguity and build something meaningful, not just for compliance, but for connection.
What skills and experience or personal qualities do you look for when hiring individuals to join your teams?
One of the main things I look for is curiosity. People who are genuinely interested in how things work and how they could be better. It’s not about having all the answers, but about having that natural instinct to explore, to ask questions, and to dig a little deeper. That kind of mindset, what I call a growth mindset, can really bring a more three-dimensional view to the work.
I also think it’s important to build a team that doesn’t all think the same way. People who see things slightly differently often bring fresh perspectives, and as a leader, they challenge and grow your thinking too. I’m not looking for a team that just aligns with my views. I aim for a blend of strengths, approaches and lived experiences. That diversity of thought usually leads to stronger ideas, more rounded decisions, and ultimately, better outcomes for both customer and business.
Given the current climate, with tighter budgets and less certainty, it’s more important than ever to have people who can think differently. Individuals who can see around corners a bit, spot future possibilities, and apply that thinking to today’s challenges. That kind of creative pragmatism is incredibly valuable, it helps you move forward, even when the path isn’t obvious or the resources aren’t what you’d like them to be.
And finally, it’s about collaboration. I always say to the teams I work with; “great design is done with people, not to them.” So I look for people who can influence, bring others with them, and build momentum. Those are the designers who really help drive change in the right direction.
What advice do you wish you’d had at the beginning of your career that you could share?
I think early on, I underestimated the importance of understanding how businesses make decisions. It’s one thing to design a great experience, it’s another to get it funded, prioritised and delivered. I wish someone had told me sooner that influencing, storytelling and commercial awareness are just as important as creative skill.
Also, don’t wait for permission. Some of the most rewarding work I’ve done has come from spotting a gap and just starting the conversation. It doesn’t have to be perfect – progress is often better than polish. And finally, back yourself. Imposter syndrome is real, but you often know more than you think, and your perspective is valuable.
We know that AI is being integrated in all areas of organisations and for many customer touchpoints. What advice would you give to people thinking about training up or getting exposed to these tools? What sort of systems or tools should people be. looking to understand and develop their experience of using?
AI is definitely reshaping how we design and deliver customer experiences, but it’s not about chasing the tech for the sake of it. My advice would be; start with understanding the problem you’re trying to solve. Tools come and go, but the ability to frame the right question and assess where AI can add value is what sets people apart.
It’s worth getting familiar with journey analytics platforms, AI-assisted research tools, and conversational design, especially around chatbots and voice. But even more important is understanding data; where it comes from, how it’s used, and what its limitations are. Knowing how to interrogate data and draw meaningful insights is a key skill, whether you’re designing with or without AI.
And don’t forget the ethics. We have a responsibility as designers to think about fairness, inclusivity and unintended consequences when we work with AI.
If you could describe your next ideal role – what would it look like?
My ideal role would give me the space to shape strategy, not just deliver on someone else’s brief. I really enjoy operating in that space where design meets business –translating ambition into something real, with measurable impact for both customers and the organisation.
I’d want to be in an organisation that genuinely values design thinking, not just in principle, but in practice. Somewhere that empowers its teams, trusts them to solve problems, and gives them the headspace to think beyond the next quarter. In my experience, organisations that are purely commercial and short-term focused often lose sight of how to evolve. They end up chasing immediate wins at the expense of longer-term value and customer loyalty.
The culture matters too. I’m energised by collaborative environments where people from different disciplines work together to shape better experiences. And as a leader, continuing to build and support strong, curious teams is a big part of what drives me.
How important has professional networking been for your career development?
It’s been more important than I realised at the start of my career. Some of the biggest opportunities I’ve had have come through conversations, not job boards. Networking doesn’t have to be formal, sometimes it’s just staying in touch with someone you worked with, or reaching out to share a thought on something they’ve posted.
I’ve learned a huge amount from peers in other sectors. It’s helped me see patterns, spot trends, and sometimes just feel a bit less alone when you’re trying to drive change in a complex organisation. It’s also great for perspective – hearing how others have tackled similar challenges can really sharpen your own thinking.
Not all projects and initiatives go to plan! Have you ever had something not be as successful as you may have hoped, and what did you learn from that?
Absolutely! Not everything goes the way you’d like. One thing that stands out is a service improvement initiative we kicked off with all the right intent, but not quite enough clarity. We jumped in too quickly, without nailing down what success actually looked like, and as a result, things drifted. Everyone was busy, but not necessarily aligned.
The big learning for me was about the importance of definition. Take the time upfront to align on outcomes, not just outputs. And don’t assume shared understanding, say itout loud, write it down, get agreement. It’s not glamorous, but it makes all the difference when things get tricky. That said, there’s a flip side. In some cultures, there’s such a heavy emphasis on planning that it can slow teams right down. The belief that everything has to be predetermined or perfectly scoped can be a real blocker to momentum. Not everything can be predicted, and that’s where design plays a really valuable role. It helps de-risk decisions through iteration, testing, and learning as you go. Sometimes the most important thing is getting the business on the right path, it’s not just about building the thing right, but making sure you’re building the right thing in the first place!
Any last reflections you’d like to share with us?
If you’re just starting out in CX, my biggest piece of advice is to stay curious and stayhuman. Tools will change. Roles will evolve. But if you can keep empathy at the heart of your work and stay open to learning, from customers, colleagues, and even the tough bits, you’ll always be moving forward.
Don’t be afraid to ask questions, challenge assumptions, and push for better. Some of the best work I’ve seen has come from fresh eyes seeing something the rest of us had stopped noticing. That’s your superpower, use it!
And finally, a huge thank you to Jo and Kate from CX Talent. Two super people I’ve had many great conversations with over the years about roles, people and brands. Really grateful for the opportunity to share a bit of my journey here.
Kate Baird and Jo van Riemsdijk would like to thank Jamie Lord for making time to speak to us and sharing his insights and thoughts.
2025 continues to be difficult for recruitment and for CX. If you have a desire to hear from someone from a specific industry or a particular Leader you would love to hear from – please do let us know and we will do our best to accommodate! To subscribe to these newsletters – please do hit the subscribe button to make sure you don’t miss out!
CX Talent Ltd is the recruitment partner you need for all Customer Experience, Customer Operations, Transformationn, Strategy, Digital Experience and Service Design roles of all levels. We have been trading for over 13 years and are connected with the best and brightest talent. If you want to work with a recruitment partner who supports excellent candidate experience, diverse and inclusive recruitment practices and works with efficiency, integrity and honesty at all times – please do give us a call!
