Georg Knoerr · Client Experience Consultant

Client experience
is a system.
I help companies
build it.

I help companies design and stand up the client experience function — onboarding, support, and customer success — as one connected system. The goal isn't a bigger support team. It's a product and operation that needs less of one.

Get in touch See how I think →
Georg Knoerr
Available for new engagements

12 years experience inside:

The approach

The best client experience is the one your client never has to ask for.

A lot of companies measure their client experience function by how quickly tickets get answered. That's a useful metric, but it misses the point. The real measure is whether the ticket needed to exist at all.

I work from a different starting principle: every recurring issue is a system telling you something. The job isn't just to staff up support — it's to fix the things that generate the tickets, so the team can focus on the conversations that genuinely matter.

  • 01

    Root-cause, don't just respond

    The top five recurring issues every month go back to product and engineering as fixes — not as tickets to be answered faster.

  • 02

    Embed support in product design

    Someone from the front line in the room when new features are scoped, so failure modes are caught before launch, not after.

  • 03

    Onboarding without bottlenecks

    Clients should reach value before they need to ask how. If time-to-value depends on a human walking them through every step, that's not a process — it's a bottleneck.

  • 04

    AI as a scaling lever

    Not to replace your team — to handle the predictable so they can focus on the complex. Triage, drafting, knowledge retrieval, pattern detection. Done well, a small team punches far above its weight.

The output: smaller teams, lower cost-to-serve, higher retention, and a product that gets better with every cycle because the signal from clients reaches the people who can act on it.

What I do

I build the client experience function as a system, not a department.

Onboarding, support, and success are usually run as three separate teams with three separate metrics. I treat them as one connected loop — each feeding the others, and all of them feeding back into product.

/01

Onboarding & Time-to-Value

  • Implementation playbooks that compress onboarding timelines (I've taken enterprise time-to-value from 6 months to 3)
  • Adoption milestones that make value visible to client and commercial team
  • Handoff protocols between Sales, Solutions, and CS that close the "who owns this client now?" gap
  • Self-serve onboarding paths where a human in the loop adds friction, not value
/02

Support Operations

  • Escalation procedures with clear ownership at every tier, from L1 to executive sponsor
  • Incident management runbooks — severity definitions, comms templates, post-mortem cadence
  • Ticket workflows, SLAs, and queue design built around root-cause reduction, not just response time
  • AI-assisted triage, drafting, and knowledge retrieval — to make your team faster, not smaller
  • Coverage models, including 24/7, sized to the actual shape of your demand
/03

Customer Success

  • QBR structure and content that clients actually want to attend
  • NRR tracking, health scoring, and early-warning systems that catch risk before renewal
  • Customer-to-product feedback loops that engineering will respect and act on
  • Expansion playbooks that surface upsell signals naturally
  • CSAT and NPS programmes for environments where compliance and customer love must coexist
/04

The documentation that holds it together

  • SOPs, policies, and procedures — the documents auditors ask for and your tenth hire desperately needs
  • Written end-to-end for a regulated fintech; the same discipline applies whether or not you're regulated
  • Clear documentation is what lets a system survive its founder

How we can work together

Three engagement models. Pick the one that fits where you are.

01

Fractional Head of Client Experience

For: Series A/B founders who need a senior operator now, but can't justify the full-time hire yet.

What you get: Embedded leadership 2–3 days per week. I run the function, hire your replacement, and hand it over.

Typical engagement · 3–9 months

02

Project-Based Build-Outs

For: Founders with a specific gap — onboarding is a mess, support is reactive, no QBR motion exists, or AI isn't being used well.

What you get: A defined scope, fixed timeline, and a working operating model with the SOPs, policies, and tooling decisions documented.

Typical engagement · 4–12 weeks

03

Advisory

For: Founders or operators who have the team but want a senior sounding board.

What you get: Monthly strategy sessions, async access, and reviews of operating cadence, hiring plans, and escalation paths.

Typical engagement · Ongoing retainer

Who I work with

Deepest in regulated fintech.
The principles travel further.

My deepest experience is in regulated fintech — banks, payments, open banking, financial crime. That's where the operational stakes are highest, the regulatory bar is unforgiving, and the cost of getting client experience wrong shows up fast.

But the principles travel. The same systems thinking applies whether you're a B2B SaaS company struggling with enterprise onboarding, a marketplace dealing with two-sided support, or any scaling business where customer experience is the difference between a renewal and a churn.

If you're a founder who believes that client experience is something to be designed rather than reacted to, we'll get on well.

Track record

Twelve years building client experience inside fintechs you've heard of.

  1. VP, Client Operations · Riyadh / Dubai

    Scaled the function to 30 FTE across five countries serving enterprise banking clients. Cut time-to-value by 20%. Grew ARR meaningfully and lifted NPS by 20 points.

  2. Head of Client Operations · Dubai

    Built the operating model that supported Lean's expansion across MENA. Increased retention by 11%, drove a 15% uplift in upsell and cross-sell, and reduced delivery time by 30%.

  3. AML Monitoring Lead · Abu Dhabi

    Designed and stood up the AML monitoring framework pre-launch. Advised executive leadership on financial crime readiness during regulatory build-out.

  4. Head of Integration Operations · London

    Drove a 20% increase in successful Open Banking API integrations and an 18% lift in customer satisfaction by rebuilding technical onboarding.

  5. Financial Crime Operations Lead · London

    Scaled Financial Crime Operations from 7 to 150+ across multiple geographies during hypergrowth. Built the US compliance function from zero.

  6. Developer Support Engineer Lead · London

    Led API support and partnered with Product and Engineering to improve developer experience.

Get in touch

What's the part of your client experience that isn't working?

If anything here resonates, send me a note. The first conversation is a structured 45-minute diagnostic of where your client experience function actually stands — no pitch, no commitment.

Or email me directly

Dubai, UAE

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