The honest version: customer experience was never small. We just followed it far enough to find the organisation behind it.
Veriteer began as the original customer consultancy because a lot of famous brands had a strangely modern problem: everyone agreed customers mattered, and then the organisation behaved as if they were a charming side quest.
Seven years in, the pattern was hard to ignore. The problem was rarely the journey map. It was the operating model, the data, the decision rights, the partners, the incentives and the technology quietly refusing to let the customer promise happen.
So we grew up in the useful sense, not the beige one. We became a change agency because customer-led growth now requires customer-led capability. Strategy and execution had to stop meeting each other only at steering committees.
That is the work now: choose the change, make it with the client, and leave the capability behind. Very radical, this idea that work should still work after the consultants leave.