Construction Machinery Sales Representative

Your days center on owning the end-to-end customer experience across an organization — journey mapping, voice-of-customer programs, service design, and the cross-functional work of getting product, support, marketing, and operations aligned around what customers actually need. Most weeks include reviewing customer feedback data, leading CX improvement initiatives, and presenting to senior leadership on experience metrics and their business impact.

The workflow blends strategic design with organizational change management — you're not just identifying where the experience breaks; you're building the internal consensus and operational changes needed to fix it. This means facilitating cross-functional working sessions, building business cases for experience investments, and tracking whether improvements actually move retention and satisfaction numbers.

The key challenge is influencing without direct authority. CX directors rarely own the teams that deliver the experience — product, engineering, operations, and support report elsewhere. Your success depends on building relationships, presenting compelling data, and being persuasive enough that other leaders prioritize CX work alongside their own objectives.