From scratch to strategy: Sirikit Huibers’ CX transformation at Greenchoice
For the past three and a half years, Sirikit Huibers has led a quiet CX revolution at Greenchoice. As Customer Experience Lead, she built the foundation for a company-wide transformation—aligning customer understanding, unifying feedback measurement, and embedding a culture of continuous improvement. Her story is one of strategic patience, grassroots energy, and a deep belief in the power of collaboration.
Who is Sirikit Huibers?
Sirikit’s customer mindset was shaped early. Spending summers working at her parents’ bungalow park at Ko Samui in Thailand, she learned first-hand how to serve with empathy and authenticity. “That’s where I learned how to offer excellent service by staying close to yourself,” she explains. Her career later spanned housing and pensions, with CX roles at Stadgenoot and APG. “That’s when the flame really lit for me,” she says, recalling the first time she co-created a service blueprint for both customer and employee journeys.
At Greenchoice, she stepped into a role that didn’t yet fully exist—tasked with shaping a CX approach from the ground up.
Understanding the brand: Greenchoice
Greenchoice is one of the Netherlands' top five energy providers, serving over 650,000 customers with a strong focus on sustainable energy. A former scale-up turned grown-up, Greenchoice still has a strong sense of ownership across the company—and a culture of autonomy that doesn’t naturally lend itself to top-down change. That made Sirikit’s work both exciting and complex.
The challenge: shaping a CX foundation in a decentralized culture
When Sirikit joined, CX was fragmented. “There were different customer profiles, different KPIs, and people were calling process maps ‘customer journeys,’” she recalls. Multiple teams were doing good work—but without shared direction.
Adding to the challenge was the company’s culture. With roots in start-up energy, everyone felt ownership. That meant imposing a strategy from above wasn’t an option. “We realized a bottom-up strategy would fit best,” Sirikit says. Her first step wasn’t to announce a grand vision, but to create practical tools that empowered colleagues to get started on their own.
The solution: bringing structure, step by step
Sirikit’s transformation approach rested on aligning the basics—shared customer profiles, a central feedback measurement framework, CX principles, and a strong internal network to keep things moving.
- One shared customer view
One of the early breakthroughs was aligning on a single set of customer profiles. “I found it incredible that people on the website team said they had a totally different customer than the service team,” Sirikit says. With the help of a research agency and colleagues from across departments, they mapped out overlapping insights in structured workshops. The result was a clear, shared framework based on the Mentality profiles, with simple names like the world-improver or the convenience-seeker.
“We introduced them in a big virtual session during the tail end of COVID—then played a round of petje op petje af to test the knowledge on the customer profiles and to make it stick.”
- Fixing fragmented feedback
Greenchoice had customer feedback pouring in—just not in a way that made sense. Sirikit brought all measurements into a single dashboard. That dashboard made it painfully clear: different scales, metrics, and formats meant results weren’t comparable. “That’s when I brought it to the leadership team. I said: we have a beautiful dashboard, but we can’t compare anything,” she explains.
With support from the C-level, she implemented a consistent KPI framework and transitioned from siloed reporting to one shared “meethuis.” The long-term ambition? “To report company-wide on NPS by 2026. Because with NPS, you can build real programs for improvement.”
- Defining and activating CX principles
Next came a set of four CX principles—simple, strategic guidelines designed to make it easier for teams to deliver great customer experiences. But rather than just share a slide deck, Sirikit turned the rollout into a game. “Think Pictionary, but with CX principles. It’s one big game board with questions designed to get teams thinking: what am I already doing? What could I do more of? What would I love to do in an ideal world?” - Building a CX team
What began as a solo role quickly grew. As demand for CX support rose, Sirikit built a central team of specialists across loyalty, insights, automation, and employee experience. “There were so many good ingredients already—CX just needed a stronger central structure to support it.” - Growing a network of ambassadors
Beyond the formal team, Sirikit nurtured a grassroots movement. “I collected CX ambassadors across the organization—people who were already naturally involved with the customer.” This was done through many network coffees, in company CX Masterclasses as well as a dedicated EX member in her team focused on improving the customer centric culture. These ambassadors became local champions for using the measurement framework and CX thinking. “That worked really well. In an autonomous culture, it helps to have someone in your own team who takes ownership.”
Lessons learned & advice for CX professionals
CX frameworks may look great on paper—but they don’t always fit reality. “I’ve learned that the theory behind CX is solid, but the reality is more stubborn,” Sirikit says. “You have to align with the organization’s culture, its timing, and its priorities.”
Her advice to fellow CX professionals?
“Stay close to yourself. Don’t give up. Trust your gut, trust your knowledge—and keep moving toward the places where energy flows.”
Final thoughts
Sirikit leaves behind more than a strategy—she leaves behind a movement. A shared customer language, a common measurement framework, a growing ambassador network, and a CX game that will keep the conversation going.
Her proudest achievement? “That there’s a real CX department now. We started with nothing. And now it’s something that will last.”