Biz with Becs
Client Experience & CX Leadership
Clients don't leave because the product failed. They leave because they stopped feeling like they mattered.
"You can't create in chaos."
I build the systems, the culture, and the touchpoint architecture that make clients feel the value of the work — not just see it in a quarterly report. That's not soft. That's retention strategy.
74%→47%
Churn Reversed
$150K+
Revenue Recovered
240+
Clients Led
98.5%
Team Retention
74%→47% Churn Reversed
$150K+ At-Risk Revenue Recovered
98.5% Team Retention
100% CS & Creative Retention
240+ Clients, 44-Person Team
50+ SOPs & Service Standards
The Philosophy
Experience isn't a department. It's a design decision.
Most organizations treat client experience as a customer service function — something that kicks in when something goes wrong. I treat it as architecture. Every touchpoint in the client journey, from the first onboarding email to the renewal conversation, either builds confidence or erodes it. And that doesn't happen by accident. It happens by design.
I've spent my career building the systems that make clients feel genuinely cared for at scale — not because we had time to call every client personally, but because we built the infrastructure that caught problems before they became complaints, demonstrated value before clients had to ask for it, and created moments that reminded clients why they chose us in the first place.
That's the difference between a client who renews and one who doesn't. It's almost never about the product. It's almost always about how they felt.
Feel the value. Don't just see it.
Numbers in a report don't retain clients. The moment a client connects results to their own goals — in language they understand, in a conversation that respects their intelligence — that's the moment they decide to stay.
Care at scale is a system, not a sentiment.
Genuine care doesn't disappear when you have 240 clients and a 44-person team. It gets encoded into the health scoring, the QBR design, the escalation protocols, and the team culture that delivers the work every day.
Every client has a journey. Design it deliberately.
Informed by a background in theatre — where every audience member moves through a designed experience — I map the emotional arc of the client relationship and build touchpoints that move people through it with intention.
the origin
"Every audience has a journey.
Design moves them through it."
I started my career in theatre — writing grant proposals, managing marketing campaigns, studying how audiences move through a production emotionally and physically. Theatre taught me something that most client experience frameworks miss: people don't remember what they saw. They remember how they felt.
That insight followed me out of the theatre and into every client relationship I've built since. A Quarterly Business Review is a performance. An onboarding call is a first impression. A renewal conversation is the final act. When you design each one with the audience in mind — with their emotional state, their goals, their fears — you get a fundamentally different outcome than when you just deliver information.
This is the lens I bring to client experience leadership. It's not soft. It's the most strategic thing I do.
Case Studies
Three stories from the work.
74%→47%
Churn Rate Reversed
$150K+
At-Risk Revenue Recovered
Multi-year
Renewal Infrastructure Built
Case Study 01
The Churn Reversal — building care into a system at scale.
Nationwide Media Agency · 240+ Clients · 44-Person Team
When I stepped into VP of Operations, we had a 74% churn rate. Nearly three in four clients weren't renewing. The instinct in most organizations is to look at the product — to ask what we were delivering wrong. The real answer was harder: clients didn't feel seen. They felt like accounts, not partners. By the time they told us they were leaving, they'd already made the decision weeks earlier.
I built a predictive Performance ROI health-scoring system that assigned risk levels to every client based on engagement signals, results data, and behavioral patterns — not gut feelings. When a score dropped, a protocol triggered: a proactive call, a value demonstration, an escalation to senior leadership if needed. We stopped finding out clients were unhappy when they cancelled. We started finding out three months before — when we could still do something about it.
Alongside the health scoring, I redesigned the QBR format entirely. Instead of raw data exports that clients sat through politely and then ignored, we built narrative presentations — Problem, Work, Impact, Next Chapter — that connected every metric to something the client actually cared about. Renewal conversations stopped being negotiations. They became confirmations of a decision clients had already made.
Over two years: churn reversed from 74% to 47%. More than $150,000 in at-risk revenue was recovered through proactive intervention. And clients stopped leaving quietly.
4-Act
QBR Framework Built
240+
Clients on New Framework
Renewal
Conversations Transformed
Case Study 02
The QBR nobody dreaded — turning data into a conversation worth having.
Client Services Redesign · Quarterly Business Reviews · Director → VP Level
Quarterly Business Reviews are supposed to be the moment clients feel the full weight of the value you're delivering. In most agencies they're the moment clients sit through a deck full of metrics they half-understand, nod politely, and wonder if their contract is worth renewing. We had the same problem. The data was real. The results were good. But clients couldn't feel it.
I rebuilt the QBR architecture from the ground up. The framework: every review tells a story in four acts. Where you were — the context clients often forget about. What we did — the work, the decisions, the pivots. What it produced — not just metrics, but impact translated into the language of their goals. What we're building next — a forward-looking conversation that makes clients feel like partners in the strategy, not recipients of a service.
The shift wasn't just presentational. We changed what we measured, how we presented it, and what questions we asked at the end of every meeting. Renewal conversations became easier because clients arrived already having had their confidence validated. They weren't deciding whether the work was worth it. They were deciding how much more they wanted to invest.
98.5%
Overall Team Retention
100%
CS & Creative Retention
44
Person Nationwide Team
Case Study 03
The team that stayed — because great client experience starts with the people who deliver it.
44-Person Nationwide Team · High-Growth Environment · 3 Departments
You cannot build a remarkable client experience on a team that doesn't believe in the work. The best QBR framework in the world means nothing if the account manager on the call is burned out, undertrained, or unsure whether anyone is paying attention to their development. Client experience is a culture problem before it's a process problem.
I built a team culture at FMO Media grounded in what I call the three commitments: honest feedback delivered with care (Radical Candor as a daily practice, not a quarterly review), real development paths (not just the promise of growth but structured professional development plans with actual milestones), and recognition that reflects the reality of what people are contributing. When people feel genuinely invested in, they invest genuinely in the clients they serve.
Across a 44-person nationwide team, we maintained a 98.5% aggregate retention rate. In Client Services and Creative — the departments that touch clients most directly — retention was 100%. That's not luck. That's the result of treating the people who deliver the client experience with the same intentionality you bring to the client experience itself.
How I Work
The principles behind the practice.
01
Proactive beats reactive, every time.
By the time a client raises a concern, the relationship has already been strained. I build the early warning systems — health scoring, engagement tracking, behavioral signals — that surface problems when there's still room to solve them.
02
Value must be felt, not just reported.
A client who can't articulate why they're paying you will eventually stop. I design the communication touchpoints — QBRs, check-ins, milestone moments — that help clients understand and feel the impact of the work at every stage of the relationship.
03
The journey is designed or it's accidental.
From the first onboarding call to the third renewal conversation, every client interaction follows an emotional arc. I map that arc deliberately — identifying the moments that build confidence, the moments that create risk, and the interventions that make the difference.
04
Your team is your CX infrastructure.
No CX strategy survives a disengaged team. I build the leadership culture, the development frameworks, and the accountability systems that make the people delivering the experience feel as valued as the clients they serve.
05
Data should tell a story, not just a status.
Metrics are inputs, not outputs. I translate performance data into narratives that help clients understand context, progress, and direction — building trust through transparency rather than just volume of information.
06
Respect is the baseline. Everything else builds on it.
Clients remember how you treated them more than what you delivered. I build service standards, communication protocols, and team cultures that make respect and care the floor of every client interaction — not the ceiling.
What People Say
From clients and colleagues.
"Rebecca doesn't just manage client relationships — she architects them. The systems she built changed how our entire team thought about what it means to serve a client well."
[Name] — Pending
Colleague / Leadership Team
"The difference before and after Rebecca was stark. We went from clients leaving quietly to clients calling us to expand. She changed the culture of how we treat the people we work for."
[Name] — Pending
Colleague / Leadership Team
"Working with Rebecca felt different from the first call. She asked questions other account managers never thought to ask. We felt like partners, not line items."
[Name] — Pending
Client
"Rebecca's quarterly reviews were the only ones I actually looked forward to. She made the data mean something. We always left knowing not just what happened, but why it mattered."
[Name] — Pending
Client
© 2026 Rebecca Cureton Vickers · Smyrna, GA