Customer Growth Strategy with Ejieme Eromosele
In this episode, we meet Ejieme Eromosele, a powerhouse in the world of customer success. She currently leads the customer growth strategy team at Quiq, an AI platform transforming customer experience. Ejieme has worked across consulting, media, and tech, with roles at Accenture, PwC, and The New York Times. She also founded “Success in Black,” a community uplifting Black professionals in CS. In short: she lives and breathes customer-centricity.
Tune in as she shares why designing for customer-centric culture (not just talking about it) is the real game-changer.
CX Minutes with Ejieme Eromosele , Quiq and our host Sabina Persson, Custellence.
What’s covered in this episode
Guest insights
- Why culture isn’t just values, it’s design
- From silos to shared goals: the pod model at Quiq
- How CX alignment fuels sustainable growth
- The role of intentional language and titles
- Change enablement through customer success
Quick links
Why culture isn’t just values, it’s design
Ejieme Eromosele challenges the idea that customer-centricity is a statement. It’s a structure. That means designing incentives, processes, and even compensation models that align to your customers’ success.
At Quiq, her team isn’t called “account management.” They’re called “customer growth.” Because their job isn’t just to renew accounts. It’s to help customers evolve, adapt, and expand. And that change starts with intentional design.
She stresses that culture isn’t defined by posters or internal slogans. It’s about what happens behind the scenes when a customer issue arises, when a pricing decision is made, when product priorities are set. In those moments, the real culture is revealed.
Deep dive: Put Purpose at the Core of Your Strategy (Harvard Business Review)
From silos to shared goals: the pod model at Quiq
Quiq uses a pod-based structure to surround each customer with the right blend of support: CSMs, commercial leaders, and technical experts.
This structure ensures consistency throughout the customer journey whether it’s onboarding, value delivery, or deep technical integrations.
“We’ve built intentional handoffs so the experience doesn’t break between teams.”
By creating cross-functional teams with shared ownership, Quiq avoids the handoff gaps and misalignment that plague many SaaS orgs. It’s structure with purpose.
Related: Silo-Smashing Saves Money for Customer-Centric Organizations
How CX alignment fuels sustainable growth
Customer-centric culture isn’t just about being nice. It’s about doing what works. And when it’s working, the results show up everywhere.
Ejieme shares how aligned teams are able to make better decisions, faster. They avoid unnecessary internal friction. They know what matters and prioritize accordingly.
Especially in fast-moving environments shaped by AI, adaptability and cohesion are critical. Culture becomes the compass. When customer value is the north star, innovation becomes more intentional and growth more repeatable.
More insights: The Why, What And How Of Customer Experience As A Strategic Imperative For Growth (Forbes)
The role of intentional language and titles
What you call a team matters more than you think. Ejieme’s decision to rename her department from “account management” to “customer growth” reflects a bigger truth: names signal intent.
That language shift reinforces a purpose-driven approach, one where the team’s job is not just to manage, but to proactively support customer evolution.
“We’re here for our customers’ growth. That’s the mission of our organization.”
It also reframes how value is delivered, both internally and externally. Language, like structure, is a design lever.
Change enablement through customer success
Ejieme sees her team’s role as driving change. As AI transforms CX, many organizations must rethink how they serve customers. Her team guides them through that shift.
Success in her view isn’t static. It’s adaptive. And that means helping customers implement best practices, apply new insights, and stay ahead.
It’s a blend of consulting, support, and vision with retention as the output, not the goal.
More like this: Change Management in Customer Success (Customer success field guide)
Key Takeaways
- Culture isn’t just a mindset. It’s a designed system
- Naming matters: “Customer Growth” signals purpose beyond renewals
- Cross-functional pods help eliminate silos in the customer journey
- Success teams should lead transformation, not just check-ins
- Customer-centric culture drives measurable business impact
“Culture is not just the fluffy stuff. It’s the hard structures and incentives too.” – Ejieme
👉 Want to learn more? Watch the full Episode #9 with Ejieme here.
Frequently asked questions (FAQ)
What’s the difference between account management and customer growth?
Customer growth focuses on value, expansion, and outcomes. Not just renewals.
How does Quiq avoid silos in CX?
With a pod model where teams share ownership of the customer journey.
What does it really take to be customer-centric?
Structure. Design your systems — from comp plans to processes — to reflect it.
Why do team names like ‘Customer Growth’ matter?
It means focusing on removing blockers, not just adding functionality. Great CX comes from reducing confusion and making every step clearer not overwhelming users with options.
Why do team names like ‘Customer Growth’ matter?
Names signal purpose. When a team is called ‘Customer Growth,’ it sets expectations that their job is to drive value — not just manage relationships.
How can CX teams lead transformation inside customer organizations?
By listening for change signals, sharing cross-customer insights, and helping clients adapt. Ejieme’s team focuses on transformation, not just service.
Final thoughts
Ejieme Eromosele brings a refreshing dose of honesty to the CX conversation. You can’t just talk about customer-centricity. You have to build for it.
From how teams are named to how they collaborate, everything matters. Culture is an outcome of structure. And the structure should lead to value for your customers and your business.
AI Summary
Ejieme Eromosele, GM of Customer Growth at Quiq, breaks down how real customer-centric culture isn’t just aspirational. It’s operational. She shares how structure, naming, and cross-functional collaboration all play a role in building an organization that grows with its customers.
Read the transcript
Note: This transcript has been lightly edited for clarity and readability.
Intro
Sabina Persson [0:07]
Hello everyone! I am Sabina Persson from Custellence and you’re so very welcome to the video cast CX Minutes. It’s six questions, six minutes, and it’s all about customer experience.
This is a series of episodes where we bring you actionable insights, practical know-how, and personal stories from top professionals — all in just six minutes. That’s the ambition!
Welcome
Sabina [0:35]
And with me today I have Ejieme Eromosele from Quiq. Welcome — so good to have you here!
Ejieme Eromosele [0:41]
Thank you Sabina, hello! Thank you for having me.
Sabina [0:44]
It’s so great to have you. So we’re going to talk about customer-centric culture with you. And actually, my first question is — who are you and what do you do?
Who are you and what do you do?
Sabina [0:49]
So we’re going to talk about customer-centric culture with you. And actually, my first question is — who are you and what do you do?
Ejieme [0:57]
As you mentioned, Ejieme Eromosele. I am a customer experience, customer success passionate person. My career has really been rooted in helping some of the world’s best companies design and implement amazing customer experiences. Started very early in my years right after college when I was working at Accenture and PwC, and then I ran customer experience for The New York Times for a few years. And in the past seven or so years, I’ve worked now on the technology side where I lead customer success.
So now at Quiq — Quiq is an AI for customer experience platform — I currently lead our customer growth team. That means I oversee our retention and expansion strategy across all of our customers. My work centers on using the newest, latest, and greatest AI to transform customer experiences and support their businesses — and of course, support Quiq’s business. The goal is to deliver value so our customers can see better outcomes.
What does customer-centric culture mean to you?
Sabina [2:30]
How would you define customer-centric culture in your own words?
Ejieme [2:43]
Trying to define culture is hard because it’s almost like air — it’s always around, and it’s vital. I think a customer-centric culture is one where every decision, from your product to your pricing to your core processes, is filtered through the lens of the customer and its impact on them.
It’s a mindset and also an operating model. It prioritizes long-term relationships over short-term wins. It’s not just about asking what’s in it for us as a business, but what’s in it for our customers and what’s going to make them successful. Then you weave that thinking through all parts of your business — marketing, sales, service — to grow lifetime value.
How does your work impact CX culture?
Sabina [4:07]
And can you share how your work impacts the CX culture?
Ejieme [4:16]
Our work is about transformation. Given where we are with AI, large language models, generative AI — our customers are having to transform how they work. So it’s a change program. My team at Quiq ensures our customers see value, continue working with us, and ideally grow with us.
We listen for what’s working, what’s changing in their world, and help them adapt. Because we work with many customers, we also bring best practices and new ideas to help them think differently. I even changed my title from “Account Management” to “Customer Growth” because that’s our mission — to support our customers’ growth.
How do teams at Quiq collaborate to improve customer experience?
Sabina [5:26]
How do teams in your organization work together to create better customer experiences?
Ejieme [5:33]
We use a pod model. Once a new customer signs on, multiple parts of the organization help manage that relationship. We have customer success managers focused on delivering value, my team focused on commercial health and growth, and our professional services and support teams for technical needs.
So depending on where the customer is in their journey, they’ll engage with different team members. But we’re all aligned with shared goals and clear handoffs. It’s designed for better engagement and better outcomes.
What can organizations gain from being customer-centric?
Sabina [7:05]
What do organizations gain from working more customer-centric?
Ejieme [7:12]
Everything! A sustainable business, for starters. More specifically: loyalty, retention, growth, advocacy. These are the holy grails. Customer-centricity aligns internal teams and removes waste. Without that north star, you lose time and resources. But when you have it, you make decisions faster and innovate smarter — always anchored in customer value.
What’s one piece of advice you’d give others?
Sabina [8:43]
And if you were to give just one piece of advice on this topic, what would it be?
Ejieme [8:49]
It’s easy to say you’re customer-centric. Everyone says that. But who is actually designing for it?
Culture isn’t just soft values — it’s hard structure. You need to design for customer centricity all the way down to how you compensate your team. Don’t just say it. Build it into how you work.
Wrap-up
Sabina [9:34]
Beautiful. That was the last question I had for you today, Ejieme. Thank you so much for being on CX Minutes and for sharing such fantastic advice for anyone working to improve or drive customer-centric culture.
Ejieme [9:48]
Thank you so much!
Sabina [10:03]
And with that, everyone — thank you for watching. That’s a wrap. See you next time!
Check out other episodes of CX Minutes here.
By Tove Lundell
