The first thing Tabitha Dunn does when she walks into a new organization is listen and learn. Employees, executives, customers. She asks key questions: What's working and why? What's not working and why, and when it goes wrong, what's the impact? And what should the experience actually look like?
That last question is a critical one. Because at company after company, she has found the same thing: the leadership team hasn't aligned on the answer. And if they can't agree on the destination, no amount of investment, technology, or reorganization will get them there.
Delivering measurable customer-centric change is what she delivers. She has built customer experience practices from the ground up at Xerox, Philips Healthcare, Citrix, Concur, SAP, Ericsson, and Hitachi. She built every one of them, walking into organizations that knew they needed to change but didn't know how, and leaving behind practices that could sustain themselves after she was gone.
She speaks the language of ROI, retention, and revenue because she has spent her career proving that customer experience, done correctly, is a growth engine.
At Xerox, she earned a Lean Six Sigma Green Belt and discovered how to map customer feedback to operational data to drive change. At Philips, she worked directly with Fred Reichheld and teams from Bain & Company to implement the Net Promoter Score. At Citrix, she built a customer insights and retention operation that included predictive analytics, data scientists, research, and customer advisory boards that directly shaped strategy, improvements, growth, and product. Her manager there, a three-time CMO who went on to lead at CrowdStrike, called her "an absolute rock-star" who was "100% dedicated to business results."
That phrase, business results, is the key to understanding Tabitha Dunn. She is an operator who knows that the fastest way to earn a CFO's trust is to show them that closing a specific experience gap will reduce churn by a specific percentage. She speaks the language of ROI, retention, and revenue because she has spent her career proving that customer experience, done correctly, is a growth engine.
The CXPA called her "a guiding light for CX professionals around the world."
Colleagues across every era of her career describe the same person. A Hitachi teammate praised her "unique ability to craft the storytelling that brings business back to the human level." An Ericsson direct report called her "a world-class storyteller, often requested as a keynote speaker," but added that "on her rise to the top, Tabitha hasn't shed one iota of her natural empathy and humanness." A Citrix colleague who reported to her for four and a half years wrote that she was "fantastic at building a compelling vision, galvanizing her team and the organization around it, and executing." He said the time they worked together "will always be a bright point in my career."
People don't talk that way about consultants who fly in with a framework and fly out with an invoice.
Today, Tabitha works through TD Results LLC, advising B2B organizations on customer-centric transformation, the same work she has done seven times from the inside, now available to companies ready to do it right. She also serves as a strategic, customer-centric growth advisor to startups, backing the next generation of companies built around the customer.
If your leadership team can't agree on what the customer experience should look like, or if they can, but nothing seems to change, that's the gap she was built to close.