When customers complain, the problem usually started somewhere else: in a handoff between areas, a system nobody updated, a promise operations couldn’t keep. CX Forensics is how I look for it: by following the signs back from what customers feel to where it really starts.
Most customer experience work starts where the pain is visible: a survey score, a complaint, a review. By then, the cause is usually several steps back, between departments, data and people the customer never sees.
A forensic approach changes the question. Instead of “how do we fix this complaint?”, it asks “what had to break, inside, for this to reach the customer?”. It treats front stage and back stage as one service, and it keeps a clear line between signs, suspects and proof.
The scan and the report are free and yours to keep. The briefing and the investigation are there only if you want to go further.
Free · on your own
Twenty questions about symptoms, answered by someone inside the company. “I couldn’t say” counts too: blind spots are signs.
Yours straight away, ready for leadership: the level of the case, the scene, the main suspects, the cost of repeat contacts and what is at risk. Every figure sourced.
Optional · only if you ask
If you want it: thirty minutes with leadership, remote, to walk through the signs and decide whether they are worth confirming.
Only if the signs justify it and you ask for it: the journeys reconstructed, the suspects questioned and the cost confirmed with your own data.
The scan gives an initial report. Twenty questions can’t describe how a specific company works, so the report points to where to look; it doesn’t claim to know. Suspects are not culprits, the hypothesis is a reasoned assumption, and the figures are published averages applied to the answers, not measurements.
Why say it so plainly? Because a report that claims to know more than it can is the first thing a leadership team pushes back on. Keeping signs and proof apart turns the conversation to how to fix it, not whether to believe it.