Imagine starting a customer support chat on your laptop at work, then continuing the conversation on your phone during a drive, without repeating yourself or losing any info. That’s the power of a strong omnichannel strategy: seamless, connected experiences that make customers feel understood everywhere they engage.
Aberdeen Group reports that companies with effective omnichannel strategies retain 89% of their customers, compared to just 33% for others. This shows how vital it is to break down silos, connect data, and design journeys that flow effortlessly.
We spoke with Ledi Lapaj, Director of Customer Experience at Bank Al Etihad, who shared how her team brings this to life. Their focus on empathy, clarity, and collaboration creates consistent, human-centered experiences that build loyalty.
From curiosity to customer advocacy
What inspired your journey into customer experience, and how did it lead to your current role as Director Customer Experience at Bank Al Etihad?
My journey into customer experience was sparked by a strong interest in understanding human behavior—how individuals feel, make decisions, and engage with services that influence their everyday lives. Early on, I worked in consumer research, where I witnessed how various factors could shape a customer’s perception and experience. That experience helped me realize that customer experience isn’t merely a function—it’s a mindset that should guide an entire organization.
Over time, I sought out roles that allowed me to rethink processes and drive meaningful change, which ultimately led me to my current role at Bank Al Etihad, where I have the opportunity to transform customer insights into strategic direction and bring empathy to the heart of our work.
How to build a customer experience philosophy that lasts
With over 20 years in customer-related roles, what are the most valuable lessons that have shaped your CX philosophy?
The most defining lesson is that customer experience is everyone’s job. Whether you’re in tech, risk, or front-office roles—every touchpoint shapes the journey.
Another key lesson is that emotions drive loyalty more than logic. While customers expect efficiency, what they remember is how they felt.
Finally, listening is not enough—we must act on feedback to build trust. My CX philosophy is grounded in empathy, simplicity, and co-creation with customers and employees alike.
Empowering risk and compliance as CX enablers
What challenges do you face while driving CX initiatives in the financial sector?
I consider myself fortunate to be part of a forward-thinking, avant-garde bank that is guided by a clear vision and grounded in a human-first mindset. While the financial sector is typically challenged by rigid regulatory frameworks, risk governance, and legacy systems—factors that don’t inherently support agility or emotional connection—we’ve managed to transform these constraints into strengths.
At Bank Al Etihad, our risk and compliance teams have evolved into active enablers of customer success. They are increasingly involved in the co-creation of customer journeys, shifting from traditional control roles to strategic partners—ultimately becoming a source of competitive advantage.
That said, one universal challenge that transcends industries is the accelerating pace of change—whether in customer expectations, emerging technologies, or global competition.
Why stay agile in a fast-changing environment
Could you share a project or initiative in CX that stands out as a proud achievement?
One initiative we’re especially proud of is how we’ve empowered business leadership teams to begin every value proposition and journey design with a deep understanding of the customer. Today, all customer-facing teams at Bank Al Etihad are committed to starting with real customer insights rather than assumptions—a seemingly simple but profoundly important mindset shift. It’s incredibly rewarding to witness this approach in action, as teams prioritize empathy and data-driven design in their strategies.
Fostering a сustomer-centric approach
What does a customer-centric approach mean to you, and how do you embed it across your organization?
To me, a customer-centric approach means designing every aspect of the business from the outside in—ensuring that customer needs, expectations, and emotions are the starting point for every decision we make. At Bank Al Etihad, we bring this philosophy to life through a structured governance model that ties customer-centric KPIs directly to employee performance and recognition. We continuously measure and monitor the experience across transactions, products, journeys, and customer segments to identify opportunities for improvement.
Our approach also includes human-centered design practices that involve customers early in the development process. We amplify real customer stories across internal communications to create an emotional connection and awareness, and we actively celebrate both frontline and supporting teams who go above and beyond. Most importantly, we ensure that customer experience is embedded in everyone’s objectives, making it not just a department’s responsibility, but a shared success across the entire organization.
Tips to create a culture of customer obsession
What strategies do you implement to help your team adopt a customer-first mindset?
It starts with hiring people who genuinely care. We then provide continuous training focused on empathy, listening skills, and journey thinking. We also use immersive experiences—like role reversals and customer shadowing—to build empathy. Our internal platform also shares “wow moments” where teams went above and beyond, fostering peer learning and pride.
How do you ensure your customer-facing teams feel empowered and satisfied with their roles?
Empowerment comes from trust, autonomy, and a clear purpose. We provide frontline teams with real-time feedback tools, a say in process improvement, and recognition for their contributions. We also actively solicit their insights—they are closest to the customer reality. Regular check-ins, coaching programs, and wellness initiatives ensure they feel supported both professionally and emotionally.
Supporting emotional and professional well-being
What is one underrated aspect of CX that organizations often overlook but has a significant impact on customer satisfaction and loyalty?
Employee experience. There’s a direct link between how employees feel and how they serve customers, and that does not only apply to the frontliners, but also to the supporting and enabling functions. A frustrated or disengaged team cannot deliver excellence.
Defining effective omnichannel strategies
How would you define an effective omnichannel strategy, and why is it essential for shaping customer experience today?
An effective omnichannel strategy is one where the customer can move seamlessly between channels—digital, physical, voice—without repeating themselves or losing context. It’s about unifying experience, not just offering multiple touchpoints. In today’s world, where convenience and immediacy are expected, a fragmented journey can break trust. Omnichannel ensures continuity and personalization at every step. That said, it is a difficult thing to master, and it is always a work in progress.
What challenges have you faced creating omnichannel experiences, and how did you address them?
Legacy infrastructure and siloed data were significant barriers. Different departments owned different channels, which made creating unified experiences difficult. We are tackling this by mapping customer journeys end-to-end, identifying pain points, and building shared accountability across teams. Investing in a unified CRM and customer data platform is crucial. Furthermore, centralizing ownership of the journey, not just the touchpoints, is necessary.
Keep omnichannel CX consistent and human
How do you maintain consistency across all customer touchpoints within an omnichannel approach?
Consistency stems from a unified brand voice, shared knowledge bases, and integrated systems.
We created experience guidelines that apply to all channels—from IVR scripts to app messages to in-branch conversations. Regular audits and customer feedback loops help us course-correct. But perhaps most important is our governance model that ensures teams collaborate and innovate together rather than in silos.
What’s next: The future of omnichannel strategies
With advancements in AI and automation, how do you envision omnichannel strategies evolving in the next five years?
AI will drive predictive and proactive experiences. Customers won’t need to initiate interactions—brands will anticipate needs and act. Contextual handoffs between bots and humans will hopefully become more fluid. Voice interfaces will evolve, and hyper-personalization will be the norm. However, human touch will remain crucial, especially in high-stakes interactions.
Introducing an omnichannel strategy in CX
Ledi Lapaj cuts through the noise using an omnichannel strategy. It’s not about adding every new tech or being everywhere at once. The real success comes from ensuring all channels connect smoothly so customers can move through easily without repeating themselves.
The key to strong omnichannel strategies in CX is getting teams aligned. Breaking down silos and sharing a clear understanding of the full customer journey helps everyone take ownership of the experience. When teams have the correct data and goals, they can deliver better, more consistent service.
Ultimately, omnichannel strategy isn’t about complexity—it’s about simplifying the experience and putting customers and employees first. That’s how you build a culture where great CX happens across every channel.