In this interview, Korina Patiño Robayo, Global Customer Experience Manager at Stolt Tank Containers (STC), shares her insights on how a strong customer-centric strategy drives excellence across the organisation. She discusses how global standards, local adaptability, and cross-team collaboration come together to deliver a consistent, high-quality experience for every customer- strengthening satisfaction, trust, and STC’s commitment to excellence worldwide.
Korina Patiño Robayo, Global Customer Experience Manager
Can you describe your role as Global Customer Experience Manager and what a typical day looks like for you?
As Global Customer Experience Manager, my role is to ensure that our customer experience goals are translated into consistent, high-quality service across all regions. A typical day involves reviewing performance metrics, analysing customer feedback, and identifying areas where service can be improved. I work closely with regional teams to address gaps, align priorities, and implement solutions that enhance the customer journey.
Collaboration is a key part of my day. I partner with other departments to make sure customer insights drive meaningful process improvements. Essentially, my role is about connecting strategy to execution, ensuring that what we promise to our customers is consistently delivered.
What’s the most exciting part of your role?
What excites me most is seeing the tangible impact our work has on customer satisfaction and success. When a region improves its service, or a customer acknowledges the dedication of our teams, it is incredibly rewarding.
How do you ensure customers get a consistent experience worldwide?
Consistency begins with clarity and alignment. Over the past few years, our company has successfully implemented a Scalable Platform that enables us to serve customers through a more standardised, global framework, allowing processes and solutions to be deployed more quickly and efficiently across all regions.
In my role, I work closely with our service execution teams to maintain clear global standards while ensuring they remain adaptable to regional realities and customer needs. Achieving this balance is not always easy and requires strong cross-functional collaboration and improvement efforts centred on enhancing the customer experience. We proactively identify gaps in service execution, listen carefully to customer feedback, and engage our teams to co-create ideas and solutions.
Can you share a moment when a customer experience initiative made a real impact?
One initiative that delivered great results was the launch of a Customer Pulse Check campaign in one of our regions, where we introduced a regional satisfaction survey to better understand our customers’ perceptions and needs, following a period of significant changes in our operating model. The goal was to create a more direct feedback channel that complemented our global NPS programme, focused on operational service satisfaction.
We worked closely with our Customer Success Managers, who played a key role in encouraging participation and fostering open communication with our customers. The insights gathered allowed us to identify improvement areas quickly and take action where it mattered most. It clearly showed how actively listening to, and acting on, real customer feedback can make a lasting impact on customer satisfaction.
What’s one challenge in your role that taught you the most?
One of the biggest challenges in my role has been balancing global service execution with regional and local differences. Implementing global customer experience standards across diverse markets is not always straightforward, as each region has its own dynamics, customer expectations, and operational realities.
I have learned that true consistency does not mean forcing a one-size-fits-all solution. Instead, it requires creating clear global frameworks that allow for local flexibility, enabling us to listen to our customers and adapt our service to ensure they receive the best possible experience.
How do you keep innovating and improving the customer journey?
Innovation for me comes from observation, analysis, and collaboration. I constantly review customer feedback and operational data to identify patterns or pain points. Then, I bring the right people together to brainstorm practical improvements. Innovation is not always about big changes; it can be a simple adjustment that makes processes smoother for both customers and our teams.
What advice would you give colleagues who want to contribute to improving customer experience, even if it’s not their main role?
Customer experience is everyone’s responsibility, not just a specific department or role. My advice is to always consider how the outcome of your work impacts our service and our customers. Small actions, such as sharing feedback, improving communication, or taking ownership of an issue, can make a significant difference. When everyone sees themselves as part of the customer journey, the entire organisation becomes stronger and more aligned.
If you could sum up your approach to customer experience in one sentence, what would it be?
Every interaction shapes how our customers see and trust us, so we need to focus on understanding the customer and delivering with purpose.
