Hi, I'm Sarah, your partner in better CX. I help Aussie ecommerce businesses refine, optimise, and build their CX. Reach out when you're ready for yours to stop being such a headache.
I work with operators inside Aussie ecom brands who know their CX function is the part of the business they keep meaning to get to - but haven't.
Most "support problems" aren't support problems. They're refund policy problems. Returns flow problems. Product page problems. The inbox is just downstream of everything else.
Hiring more agents won't fix it. Buying more AI won't fix it. A new help desk won't fix it.
What fixes it: someone who actually knows what they're looking for, and isn't afraid to point at the real cause.
That's the work. And it starts with a Deep Dive - across the whole customer journey, not just the inbox.
Brands I've worked with
Founder, Supporty
I've spent nearly 20 years building customer experience teams - from 3 to 100+ people, across startups, corporates, and BPOs.
I was the founding Head of CX at MILKRUN, where I built the support function from scratch and kept CSAT at 90%+ every month through one of the wildest rides Aussie ecommerce has seen. Before that, I ran Member Experience at Car Next Door through a peer-to-peer marketplace's messy growing pains, and global CX at EHPlabs as it scaled across markets.
I started Supporty because I kept watching ecom founders pour money into ads, brand, and tech - and treat customer service like a cost line. It's not. It's the most under-leveraged growth channel in your business, and the people doing the work deserve better than macros and good vibes.
Now my time goes into Deep Dives, embedded engagements, coaching emerging CX leaders, and helping brands hire the right people. The aim is the same as it's always been: customer service Aussie ecom brands are proud of.
I spend two to three weeks inside your operation, looking at the whole customer journey, not just the inbox. Tickets, tools, team, metrics, refund flow, product pages, shipping comms. I find what growth has actually exposed: where it's breaking, where it's leaking, where it's costing you more than it should.
You walk away with a full findings report, a ranked list of opportunities sized by impact, specific project recommendations, a clear 90-day plan you can take and run yourself or work with me on, and an hour together to walk through everything.
I typically see customer sentiment tick up within the first 90 days post-Deep Dive - often by 10-20 points - through workflow rebuilds, smarter macros, and the quiet things customers actually feel.
Ticket volume doubles through growth peaks. The team handles it without growing headcount, without overtime, and without burning out the people doing the work.
I turn your support function into the most useful read on your customer you've got. Returns trends, product friction, fulfilment pain - fed weekly into product, marketing, and ops.
Real anonymised work from brands I've been inside. Names redacted. Outcomes real.
I stepped in as embedded leadership. CSAT was sitting at 71%, tickets waiting 19 hours for a first response, cost-per-order at $0.45. I owned the function end-to-end through a Deep Dive then an embedded engagement.
Peak trading hit and support volume exploded. The team got blamed. The data told a different story: nearly 60% of inbound tickets were customers asking “where is my order?” — driven by post-purchase journey friction, not team performance.
Volume doubled through Q4 every year — like clockwork. But staffing didn't flex with it. Response times collapsed from 2 hours to 40+. CSAT followed, dropping from 82% to 54%. The team was fine. The operating model wasn't.
The team was burning out, internal NPS sat at −60, and the belief was workload was crushing them. Data review showed productivity at 2 tickets per hour — well below the 6–8 benchmark for multi-channel support.
The helpdesk was buried in automation noise. Agents closing 4 tickets per hour vs an 8-per-hour benchmark. Mobile UX creating preventable enquiries on the subscription flow that 78% of customers used.
I work with a handful of brands at a time, so I'm honest about which one of these fits. After your Deep Dive, you choose how much of the work you want me to take on. Engagements usually look like one of three shapes.
Your team leads delivery. I coach you (or your CX leader) through it.
I split the work with you. You keep the steering wheel.
Fractional Head of CX. I run the function with you.
Most CX placement is hire-and-leave. I do it differently. I source, vet, and stay close to every CX hire I make - because the placement is only as good as the performance six months in. Three ways this works.
This is the model I'm proudest of. I source operators from a network I've built over 20 years - in many cases people I've personally trained and worked with. I onboard them into your operation, run weekly coaching with them, and stay accountable for their performance. They sit inside your team but they have me in the wings keeping them sharp. If we've already Deep Dived together I match against everything I know about your business. If we haven't, I learn it properly before I place anyone.
I source, screen, and interview local candidates against what your operation actually needs. You meet the shortlist and make the final call.
I've already scoped the ethical, capable ones - the BPOs I'd send my own clients to. I make the introduction and stay involved through onboarding so the relationship starts right.
Five quick questions across sentiment, cost, team, systems, and the role CX plays in your business. I benchmark you against the Aussie ecom brands I've worked inside, then tell you where the next 90 days of effort should go.
30 minutes. No pitch deck. No "discovery framework." Just a real chat about what's happening in your CX, and whether the Deep Dive (or anything else) would be useful.
If we're a fit, I'll tell you. If we're not, I'll tell you that too.
Book a chat →