Hutch Morzaria – cxmaster.biz

A focused team reviews a detailed RFP scorecard to objectively select the best customer support tool

How to Write an RFP for a Support Tool (That Actually Gets You the Right Answer)

I’ve been on both sides of a software RFP more times than I’d like to count. I’ve written them as a buyer — for ticketing systems, CRM platforms, workforce management tools, knowledge base software. I’ve sat through the demos, scored the responses, run the procurement process, and lived with the consequences. What I’ve learned is […]

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What 19 Years of Support Leadership Actually Taught Me

Leadership

I started writing about customer experience in 2007. I was managing a helpdesk in London, working longer hours than I should have, and trying to make sense of what I was learning on the job. I wrote to think. I published because I figured if I was confused about something, someone else probably was too.

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Illustrated scene showing a support agent icon communicating with a customer icon against a stormy background with lightning. A red speech bubble with an “X” and a green speech bubble with a checkmark represent false resolution versus true first call resolution.

First Call Resolution: Why It’s One of the Hardest Metrics to Get Right

KPI

First Call Resolution (FCR) is one of those metrics that sounds simple, looks great on a dashboard, and causes endless arguments the moment you try to operationalize it. On paper, it’s straightforward:Did the customer contact you once and get their issue resolved — or did they have to come back? In reality, FCR exposes almost

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call center aht metrics individual target vs. team planning tool

Average Handle Time: The Most Misused Metric in the Contact Centre

Customer Experience, KPI, Operations

AHT is one of the most measured metrics in the contact centre. It’s also one of the most misapplied. Used correctly it’s an essential planning tool. Used as an individual agent target it quietly destroys your customer experience and demoralizes your team. Here’s the difference.

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A business leader analyzes a bell curve chart showing low, average, and high performers in a contact centre team, surrounded by data visuals like pie charts, bar graphs, and performance metrics.

How to Use Bell Curve Analysis to Understand and Improve Team Performance

Leadership

Most support leaders know their team’s average performance. Fewer know their team’s distribution — and the distribution is where the real management information lives. Here’s how to build a performance bell curve for your contact centre team and, more importantly, what to do with what you find.

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Illustration showing four core pillars of customer service—staffing, training, equipping, and measurement—represented by structured icons above a manager reviewing results

Building a Customer Service Operation That Actually Works — The Four Pillars

Customer Experience, Leadership

Customer service is not about your company or your products. It’s measured by your customers. The organizations that get this right consistently do four things well: staff correctly, train deliberately, equip properly, and measure honestly. Here’s what each of those actually means in practice.

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A CFO evaluates a rising arrow labeled “CX Investment,” linking customer experience improvements to measurable financial returns through charts, coins, and growth metrics.

The Business Case for CX: How to Get Leadership to Fund What Actually Matters

Leadership

Every support leader has had this conversation: you’ve made the case for investment, and the CFO asks “what’s the return on this?” If you don’t have a crisp answer in financial terms — not CSAT points — you’re going to lose the budget. Here’s how to make the connection that gets CX investment funded.

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