The operational edge: Driving CX through better process

For Joshua Curtis, Customer Care Centre Manager at Super Retail Group, the future of  CX is being shaped by three undeniable developments: 

1. The growing appreciation that excellent operations create excellent experiences.
2. The growing recognition that great CX brings bottom line value.
3. And the realization that customer care centers are insight engines that can inform a raft of strategic corporate decisions. 

According to Curtis, the brands that will excel in this environment are the ones that simplify experiences, invest in modern operating models, and equip their people accordingly. 

As he joins the CX Network Advisory Board, Curtis tells us why his career in CX happened “almost by accident,” why the industry’s transformation is the most exciting thing happening in CX right now, and which three principles he lives – and works – by.

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CX Network: Tell us about your role as Customer Care Centre Manager at Super Retail Group.

Joshua Curtis: I lead the Customer Care Centre (CCC) for Super Retail Group, supporting some of Australia and New Zealand’s most iconic retail brands, Supercheap Auto, Rebel, BCF and Macpac. My remit spans end-to-end operational leadership across our service channels, including voice, chat, email, social media, and store support, as well as omni-fulfilment streams such as order management, transport escalation, returns and back-of-house store tasking.

Day to day, my focus is ensuring that every interaction whether it's a Price Beat chat, a complex fulfilment inquiry or a social escalation is handled with empathy, accuracy, and efficiency. I oversee workforce planning, quality, training, technology platforms, and our continuous improvement agenda across our teams in Australia and New Zealand.

But beyond operations, a significant part of my role is setting the strategic direction for the Customer Care Centre and defining what our service model needs to look like over the next three to five years. 

The expectations of customers, and the capabilities of technology, are evolving faster than ever. I’m responsible for ensuring we are building the right foundations from our operating model and workforce mix to our data, systems and AI-enabled tools.

Over the past year we have enhanced our technology platform, redesigned our operating model, embedded new KPI and reward frameworks, and expanded our automation and digital self-service capabilities. 

A major focus area is preparing the CCC for the next wave of intelligent service: agent-assist tools, knowledge curation, case management, and AI-driven routing. As these capabilities mature, our frontline roles will evolve into more specialist, empowered, and insight-driven positions, and we are planning for that future now.

Ultimately, my role sits at the intersection of customer experience, people leadership, and commercial performance. It’s about delivering exceptional service today while shaping a modern, AI-enabled Customer Care Centre for tomorrow.

CX Network: You’ve held roles at 13cabs and RACQ in operations, fulfilment, and other areas. What first attracted you to CX and customer care?

Joshua Curtis: I entered CX early in my career almost by accident, but I stayed because I quickly realized the impact a well-run contact center can have on both the customer and the organization. At 13cabs and RACQ I worked in high-volume, high-pressure environments where the “moment of truth” was immediate. Customers were stressed, stranded, or needing support right then and there. I saw how a single conversation could completely shift someone’s experience.

What truly attracted me to CX was the combination of human connection and operational problem solving. You’re helping real people in real time, but behind the scenes you’re orchestrating processes, systems, fulfilment, and communication across the business. It’s a uniquely dynamic environment.

Over time, I’ve stayed in CX because it’s one of the few areas that gives you visibility and influence across the entire organization. Customer care teams hear pain points first, see the gaps in digital journeys and understand the operational realities on the ground. That insight gives you the opportunity to shape product decisions, drive process improvement and help design better outcomes for customers and teams.

I also discovered a passion for building and developing people. Contact centers are full of incredible talent, and creating environments where individuals feel supported, capable, and proud of their work. It is one of the most rewarding aspects of leadership.

CX Network: What’s the most rewarding or exciting aspect of working in CX today?

Joshua Curtis: The most exciting part of CX today is that we are operating at the intersection of people, technology, and insight. The industry is undergoing a transformation similar to what digital commerce saw a decade ago, and we’re still only at the beginning.

Artificial intelligence (AI), automation, journey analytics, and unified data are reshaping our entire ecosystem. We now have the ability to anticipate needs, simplify complex processes and empower teams with tools that remove friction rather than add to it. 

Instead of solving problems one interaction at a time, we are designing intelligent service pathways that prevent issues before they occur.

For me, the most rewarding part is seeing the tangible impact of improvement. When we redesign a process, launch a digital pathway, or build a new knowledge solution, the feedback loop is immediate. Customer satisfaction improves, effort reduces, and our frontline teams feel more confident and capable.

There’s also a real sense of elevation happening in the industry. CX is shifting from a “cost-to-serve” model to a genuine commercial lever. Experience now drives loyalty, lifetime value, sales conversion, fulfilment performance, and brand reputation. Being part of that shift and helping shape the future of service operations is energizing.

CX Network: What is the unique value you bring to your work in CX?

Joshua Curtis: My unique value lies in the combination of operational discipline, strategic foresight, and people-centric leadership.

I build service environments that work at scale. Having grown up in operations, I’m deeply comfortable with the metrics, frameworks, and rhythms that create consistency ASA, AHT, NPS, FCR, CSAT, and quality. But I don’t view metrics in isolation. I see them as indicators of system health, culture, technology design, and process effectiveness.

Strategically, I’m heavily focused on the future of service delivery. I enjoy designing operating models, workforce structures, and technology roadmaps that position teams for long-term success. This includes preparing for the next evolution of CX capability: AI-assisted resolution, digital containment, knowledge curation, agent-assist, and proactive service orchestration. 

My work is always anchored in where the organization needs to be in two, three, or five years not just next quarter.

I genuinely invest in people. Many of the proudest moments in my career have been seeing team members grow into leaders, analysts, trainers, and specialists. Culture is not a slogan; it’s built through clarity, coaching, inclusion, and accountability. The best contact centers in the world succeed because they get the people side right, and I’m passionate about creating that environment and surrounding myself with like-minded leaders.

CX Network: What is the best professional advice you’ve ever received?

Joshua Curtis: The best professional advice I’ve ever received is: “Don’t wait for opportunities, create them.”

Early in my career, a mentor told me that growth rarely comes from standing still or waiting to be tapped on the shoulder. The people who progress are the ones who volunteer for the difficult work, put their hand up for stretch assignments, and actively seek out ways to add value. 

That mindset has shaped my approach ever since.

It taught me to be intentional about my development: to take on roles that pushed me, to lean into ambiguity, and to step forward during moments of change rather than sit on the sidelines. In CX especially where technology, customer expectations, and operating models evolve rapidly, being proactive isn’t just helpful, it’s essential.

Alongside that, I’ve learned from leaders who reinforced three principles I now live by:

1. Clarity is kindness; ambiguity creates more stress than any KPI ever will.
2. Your job is to make good people great, not great people exhausted.
3. Frontline feedback is the closest thing to truth an organization will ever have – listen to it.

These ideas have shaped how I lead teams, how I communicate, and how I build cultures that are both high performing and human centered.

CX Network: What do you believe to be the most important thing happening in CX right now?

Joshua Curtis: The most important shift happening in CX right now is the emergence of intelligent, AI-enabled service ecosystems operations that seamlessly integrate digital channels, automation, human support, and predictive insight.

Two major trends stand out:

1. AI-augmented frontline roles

AI won’t replace contact center teams; it will reshape their work. Automation will handle repetitive, rules-based enquiries, while humans will focus on higher-value, empathy-driven tasks. Agent-assist tools, real-time coaching, sentiment analysis and predictive routing will fundamentally elevate the capability of frontline teams and improve the quality and consistency of service.

2. CX as a commercial performance engine

Organizations are increasingly recognizing the measurable value of strong customer experience. Better CX reduces avoidable contacts, increases digital containment, improves fulfilment success, boosts conversion, and strengthens loyalty. 

Customer care centers are becoming insight engines informing product decisions, shaping digital journeys and influencing the broader commercial strategy.

The brands that win will be those that simplify experiences, invest in modern operating models, and equip their people with tools that make service effortless.

Quick links 

• Montserrat Padierna of Walmart boosts CX with customer insights
• Why customer intimacy is the future of CX
• ALDO’s AI-powered approach to workforce management