How do you stay premium in a market where everyone looks the same?
More sprints, charts or efficiency drives aren’t the answer.
You need to truly enrich customer lives.
And get your teams to deliver on that promise.
Profitably. At scale.
500+ mio
1+ million
Top-decile
Net Promoter Scores
customers touched
employees impacted
PAST CLIENTS INCLUDE
Adidas · Audi · Barclays · Bekaert · Bordeaux Wines · Bridgestone · BNP Paribas Asset Management · Brightfish · Coca-Cola East-Japan · Deloitte · Etex · Gemalto · Generali Group · Grant Thornton · ING · Kinepolis · Lantmännen Unibake · Lexus · MCE · Mercedes-Benz · Mondi · Nationale Nederlanden · Oriflame · Philips · Pontes · Reebok · Sanoma · Teijin Aramid · Toyota · Vodafone · Wabco · Weber-Stephen · Wireco
Make your business worth choosing.
With two or three moves that give your customers a reason to pay more and your teams to lean into the changes needed to deliver.
A friend describes the way I work as corporate acupuncture.
Don’t worry, no needles are involved. Though perhaps a few pointed questions.
I bring my little black book, and some well-trained AIs.
We discuss your ambitions. Your hopes. Your fears.
Review past work. You team’s gut feeling. Opportunities. Blockages.
Then we test, refine and pivot prototypes as needed.
So your teams can make the 2-3 moves that matter most.
With, or without me.
Or, if ambitions run high, with my colleagues from The Transformation Architects.
Not yet ready to talk?
Hi, I’m Alain
I’m a customer transformation architect
I learned my trade the hard way.
Global programmes. Local initiatives. Great results. Painful bruises.
From accounting to cars to wine.
But while proud of the work, I felt my profession drifting.
Experiences that weren’t worthy of the name. Transformations that fell apart moments after their launch. The mad race towards Artificial Irrelevance.
So I stepped out of my business bubble.
For seven years, I learned from the real experts in emotion, humanity and change: neuroscientists, theatre makers, systems thinkers.
A tarot reader taught me about identity. A Nepalese monk threw rice in my face. An improv coach made me play an ATM.
I went deeper than I ever had.
Even turned McFunerals into meaningful farewells.
I learned real change comes from creating a future humans want.
And then helping them get there.
It’s how you become a business worth choosing. 
By enriching the lives of your customers. Your teams. Yes, even yourself.
The Transformation Code
Δ = Story × Resonance × Flow
After three decades in customer transformation, I reached a deceptively simple conclusion:
To become worth choosing, a business needs to help its customers, teams and stakeholders become who they want to be.
Help them transform.
Which always comes down to the same three factors:
Story: A new way to see the future that is possible
Resonance: The desire to achieve that goal
Flow: The freedom, tools and conditions to act
The opportunity this creates for leaders is to look beyond the corporate noise and find the two or three moves that make transformation real.
Selected Cases
​I’ve been involved in too many projects to list, but these cases give a first flavour. I'll happily discuss limited case details and other credentials in a personal conversation (subject to NDA).
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At Pontes Crematoria, we looked beyond the death care industry’s focus on operational efficiency to ask what grieving people actually need.
The result: a crematorium opening in 2029, designed to redefine the industry’s standards, scripts and rituals.
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At a global non-food retailer, we flipped the usual AI-first cascade by asking why teams would, and wouldn’t, want to use AI.
The result: a pragmatic, honest AI narrative that fitted the corporate strategy, addressed teams’ aspirations and fears, and shaped a programme to make AI relevant to store staff.
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Luxury car brands obsess over the vehicle. At Lexus, we went further, turning the brand’s ‘omotenashi’ heritage into an automotive experience on a par with five-star hospitality.
The result: a retail experience that helped Lexus become the NPS leader in most European markets.
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When ING Insurance (later NN) prepared for its IPO, we paired international experience standards with a customer movement that invited staff to show customers they cared.
The result: hundreds of grassroots initiatives, leading to #1 or other top NPS positions in every market.
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At Grant Thornton, we looked beyond the professional services focus on meeting clients’ needs to ask how clients should feel at every stage of the relationship.
The result: shared standards for both the practical and emotional sides of client experience, with measurement and capability development across 100+ markets.
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At Generali, we broke with the habit of scripting every possible customer scenario from headquarters. Instead, we crafted a global customer manifesto and worked with market teams to turn it into experiences they could stand behind.
The result: a set of customer standards for purchase, claims, service and renewal, with the people, technology and organisational capabilities to deliver them.
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At Philips, we shifted marketing’s focus from the company’s technology-centric heritage towards an approach led by customer insight.
The result: one of the world’s first global, cross-functional Net Promoter programmes, stronger customer-led marketing capabilities, and better alignment between marketing, sales and technology.
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Some other projects include:
Creating and implementing international experience standards at Oriflame, Vodafone, Bridgestone, …
Implementing customer-centricity programmes at Bekaert, Deloitte, Weber-Stephen, Mercedes, McLaren, …
Developing and introducing new value propositions at MCE, Lantmännen-Unibake, Sanoma Group, …
Implementing customer voice, strategy and employee programmes at Toyota.
Setting up a global advocacy programme for Bordeaux wines (tasty!)
and so on …
What others say about me
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![Alexandra de Greck]()
"​With his collaborative, commercial and hands-on approach, Alain sparked a fire for customer experience across the company from the moment he started."
Alexandra de Greck
​Chief Operations OfficerOriflame
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![James Wallman]()
From our first interactions, I thought: "Wow, this guy's sharp - super smart & also super honest. He exemplifies the concept of radical candour."
James Wallman
CEOWorld Experience Organisation
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![Nikolaas Tahon]()
For the first time in my life, I got a more structured way of thinking about customer experience and client satisfaction.
Nikolaas Tahon
​Global Board MemberDeloitte
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![Dominik Endler]()
Alain helped define and form our customer-centricity program. His skill to listen, understand and bring everything into the context of his client is amazing.
Dominik Endler ​
VP Customer & Commercial Excellence and CMOBekaert
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![Paul English]()
Alain has worked with us on our CX agenda from the beginning. He brings clarity, relevance and a commercial mindset to engage a diverse and international audience.
Paul English
​Global Leader - Markets & ClientsGrant Thornton International
