See how your customers really experience the business. Find where the architecture is letting them — and your commercial teams — down.
A 4–6 week diagnostic. We map every customer touchpoint with your commercial teams. We run depth interviews with your customers to test the internal view. We benchmark against parallel organisations. The result is a complete picture of where the architecture supports commercial outcomes — and where it undermines them.
Every stage. Every touchpoint. Every handoff.
Most organisations document the customer journey in fragments — a sales process, a service script, an onboarding email. L1 maps the whole lifecycle in one place. The view your commercial teams know exists but rarely see joined up.
Attract
- Lead generation
- Content & SEO
- Paid campaigns
- Referrals & word-of-mouth
Acquire
- Enquiry & application
- Product selection
- Quote, price & contract
- Activation & welcome
Onboard
- First 90 days
- Setup & data capture
- First-value moments
- Relationship manager intro
Engage
- Day-to-day servicing
- Self-service usage
- Lifecycle communications
- Relationship moments
Retain
- Renewal & re-contract
- Cross-sell & up-sell
- Churn-risk signals
- Satisfaction & NPS
Advocate
- Case studies & references
- Testimonials & reviews
- Referral programmes
- Advisory panels
Five steps. The same methodology used at DHL, Staples and O2.
The audit follows a defined sequence. Each step builds on the last. By the end, you have an evidence-based view of where the customer experience is breaking down — and why.
Validate the journey spine
Agree the lifecycle stages and the scope of the work with the sponsor and the marketing lead. Confirm the depth required at each stage.
Map the as-is experience
Workshops with your commercial teams. Every touchpoint across every stage. Technology involvement and handoffs surfaced as we go.
Surface pain points & Moments of Truth
Internal voting in the workshops. The biggest problems named. The highest-impact moments prioritised.
Test through Voice of Customer
Depth interviews with your customers and prospects. The internal view tested against what customers actually experience.
Benchmark and synthesise
Interviews with parallel organisations and best-in-class peers. Findings reorganised into the requirements your build team can act on.
Ten attributes. No shortcuts.
Every touchpoint across all six stages is examined against the same ten attributes. That depth is what makes the output buildable. A high-level journey map is not enough — your implementation partner needs specifics.
What the customer is trying to accomplish at this point.
How the customer needs to feel — confident, reassured, valued.
How often this touchpoint occurs in a typical customer lifetime.
How many customers it affects — niche, segment-specific, or universal.
Where the touchpoint happens — portal, email, phone, in-person, event.
Which internal team is accountable — marketing, sales, success, finance, IT.
Where the touchpoint is failing today — for the customer or the team.
People, process, or technology — and often a combination of all three.
Yes or no — is this make-or-break for the customer relationship?
How we know it is working — the measure the board should be tracking.
Five deliverables. All ready for the board and the build team.
Every L1 produces the same five artefacts. They are designed to be acted on — not filed. Three describe the current state. Two prepare for what comes next.
Current State Assessment
The synthesis of the audit. Pain points, Moments of Truth, root causes, and technology handoffs across the entire lifecycle. Where the experience is breaking down — and why.
Customer Lifecycle Map
Every touchpoint, every stage, internally validated and tested with customers. The desired outcome at each stage made explicit.
Segmentation Framework
How to group, target, and personalise. Your Ideal Customer Profile defined and linked to the growth targets the board has signed for.
Build-Phase Handover Bridge
Findings reorganised into requirements your implementation partner can build against. Not a deck of observations — a brief that translates straight into technical specs.
Quick Wins List
Actions your commercial team can take immediately. With named owners and timelines. No need to wait for the build to start.
Four to six weeks. One protected sequence.
Timing scales with scope. Entry completes in four weeks. Strategic runs to six. The work flows in a defined order — discovery before voice-of-customer, voice-of-customer before benchmarking, benchmarking before synthesis.
Initiation
Sponsor alignment · document immersion · workshop preparation
As-Is mapping
Workshops with commercial teams · Attract & Acquire stages
Stakeholder interviews
Marketing · Sales · Success · Finance · IT · Operations
As-Is mapping
Onboard · Engage · Retain · Advocate · Pain points & MOTs
VOC & benchmarking
Customer depth interviews · parallel-organisation benchmarks
Synthesis & board readout
Requirements specification · executive presentation · sign-off
Three tiers. Same deliverables. Scoped to scale.
The audit produces the same five artefacts at every tier. What scales is the number of workshops, the depth of voice-of-customer interviews, the breadth of the benchmark programme, and the integration complexity of the architecture being audited.
Entry
£5–20M revenue
£15K–£25K
4 weeks · single business unit
Full lifecycle map · 3 customer VOC interviews · single-function workshops · single-session board readout.
Core
£20–100M revenue
£28K–£45K
5 weeks · multi-function
Entry deliverables · multi-function workshops · 5–8 customer VOC interviews · 3–4 benchmark interviews · committee presentation pack.
Strategic
£100M+ revenue
£50K–£60K
6 weeks · multi-entity
Core deliverables · cross-entity workshops · 8–12 customer VOC interviews · extended benchmark programme · two-session board readout.
What L1 changed.
“The audit surfaced the customer pain points our teams had been working around for years. The build team finally got the requirements brief they actually needed.”Head of Membership · UK Mid-Market Trade Body · [Anonymised]
“We were about to spend £400K on a platform replacement. The audit showed the architecture was the gap, not the technology. We acted on the brief instead — and got the outcomes.”CIO · UK Mid-Market Industrial · [Anonymised]
Architecture Before Technology.
Define the customer experience first. Then specify what the technology must do to support it.
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