Scaling CX: Christian Osmundsen’s evolution from customer support to CX strategy at Deliverect

From the buzzing heart of Amsterdam to the global food-tech stage, Christian Osmundsen has been quietly leading a transformation. As Global Head of Customer Experience at Deliverect—a middleware platform powering the digital ordering infrastructure for restaurants—Christian has grown a team, expanded a role, and redefined what customer experience means in a fast-scaling SaaS company.

Who is Christian Osmundsen?

Christian’s career path is anything but conventional. From flight attendant to interpreter, and later a pivotal role at Netflix, he’s always found himself close to customers. His CX career formally began in 2017 at Netflix’s Amsterdam office, where he helped scale customer support. Now, at Deliverect, he leads a global team of around 50 people spanning from Australia and Dubai to Madrid, Mexico and Toronto.

Understanding the brand: Deliverect

Deliverect provides the invisible digital backbone of restaurant operations—integrating order platforms, streamlining kitchen workflows, and reducing operational chaos. The company operates worldwide and has scaled rapidly.
Christian says. “We work in the background, making digital order management and the digital evolution for the restaurant business easier.” With over 500 employees globally, Deliverect is rapidly growing—bringing both opportunity and complexity.

The challenge: from firefighting to future-building

When he joined, Christian’s role focused entirely on support. The business was scaling fast, and the priority was building a team that could keep up. But over time, it became clear that a broader, more strategic view of the customer journey was needed. That shift—from operational support to holistic experience—didn’t come without any hurdles.

One of the biggest challenges was prioritization. In a high-growth environment, teams were stretched thin, and while customer experience was valued in theory, gaining time and attention in practice was tough. “I struggle with getting commitment even from leaders in my organization—not because they were not passionate, but there are so many other fires that need your attention right now.”

On top of that, regional differences in expectations made it difficult to design and scale a consistent experience globally. “The cultural expectations and traditions in each region are very different—not only for how they would like to reach out to a support team, but what they expect from us as a company.”

The solution: building CX into the DNA

Christian gradually transformed the support-focused function into a  more strategic one. At the start of this transformation was a newly developed CX strategy, focused on four emotional outcomes Deliverect wants customers to feel:
empowered, thriving, supported, and trusting.

These outcomes were validated through customer journey mapping, followed by in-depth interviews with customers from key segments. The team used this process to identify gaps between intention and perception—for example, discovering that customers felt less supported during post-sales moments.

Several initiatives helped embed CX more deeply into the company:

  • A company-wide refresh of vision, mission, and values, including a clear customer-facing value.
  • CX masterclasses to strengthen internal skills and understanding.
  • A flexible governance model using topic-based subcommittees, giving stakeholders a focused way to collaborate on current challenges.
  • A clear follow-up process for customer research, with action plans owned by senior leaders and tracked over 3–4 months.

Christian’s team also uses AI to tag support conversations and analyze sentiment—both rated and unrated—to surface product issues and inform priorities. “We get a good report on what types of our product create the most support tickets. Then it gets interesting to deep dive into that.”

To support product development, feedback loops have been established between CX, product managers, and engineering. “We have to balance what our customers really ask for with the vision of where we want to go as a company.”

Lessons learned & advice for CX professionals

One of Christian’s key lessons is the importance of visibility. Communicating CX goals once isn’t enough—you need to repeat them, reinforce them, and be present. “It takes constant communication,” he says. “But it pays off.”
He also emphasizes the value of treating CX as a discipline. Although metrics like NPS and CSAT are tracked, they aren’t goals in themselves—they’re conversation starters. “We don’t steer our company on NPS... but we measure it exactly the same way all the time. If our NPS changes, it must be for a reason.”
What helps? Closing the loop. “When we have a bad month on NPS, we look into the detractors. We analyze the communication, and our account managers reach out to the accounts they own to better understand what happened.”

Final thoughts

Christian is proud of how the team scaled support operations while laying a strategic foundation for CX. In the early days, complaints were high and expectations tough to manage. “The first two months that I joined this company, we received many complaints,” he recalls. “We are at a much better place now.”

The numbers reflect the shift:
“We had customer satisfaction trending at 78–79% and now we’re trending at almost 90. Our NPS was sometimes down to zero—now we’re at 30 to 35.”

Looking ahead, he sees great potential in AI—but only if applied responsibly. “AI is also less intelligent when it comes to sharing sensitive data. So a lot of guardrails—human guardrails—need to be in place in this evolution.”

His advice for others?
“Dare to take some calculated risks. Use technology in your customer-facing experience… combined with a human touch, it’s just amazing what you can do.”