Cloud businesses launched
Our Story
Experience at scale. Perspective without baggage.
CX Advisory Board grew from a career spent helping complex organizations turn customer ambition into operating results—first as a consultant and advisor inside market-leading firms, then as an independent advisor.
Our work has always begun with the customer.
Across industries, geographies and cultures, that means understanding what customers value, where they experience friction and what the organization must do differently to deliver meaningful outcomes. That perspective has shaped work spanning service excellence at global scale, customer adoption and value realization, growth strategy, go-to-market performance and operating transformation.
Why the firm exists
Why CX Advisory Board exists.
Early in my career at EDS, I saw an opportunity to raise the organization’s aspirations for service excellence—not simply to meet customer expectations, but to continually exceed them. I helped turn that ambition into a practical framework, giving teams the tools, measures and shared language to deliver a consistently higher standard across businesses, geographies and cultures. What began as a regional program earned executive sponsorship and scaled globally as major clients—and our own CEO—saw that it was working. Their experiences helped bring broader recognition from META Group and Gartner, which cited the program as industry-leading. The experience taught me that ambitious ideas create value only when people throughout an organization can understand them, adopt them and translate them into better customer outcomes.
The reputation of that work led me to Salesforce, where I was recruited to help reimagine how some of its most ambitious enterprise customers moved from software adoption to realized value. Working across sales, customer success, product and services reinforced a lesson that has shaped my career: customer outcomes do not belong to one function. They depend on the entire organization aligning the promise, the experience and the operating model required to deliver it.
Over time, I saw recurring patterns across industries and operating environments. Customer value was often unclear, ownership was unclear or contested, teams were organized around competing measures, and technology promises were advancing faster than the business could absorb them. Across 75+ independent consulting engagements, I have continued helping leaders pressure-test growth strategies, redesign operating models, strengthen go-to-market and customer success performance, and translate AI ambition into clearer customer and business value.
CX Advisory Board brings that experience and pattern recognition to leaders facing consequential questions—combining consulting discipline, operating judgment, and a front-line understanding of what customers and organizations will actually adopt. The work is done in collaboration with leaders, not for them, to turn complexity into forward motion.
About the Managing Principal
Customer perspective. Commercial judgment. Operating experience.
Sandi Scullen leads CX Advisory Board as its founder and Managing Principal, drawing on a trusted network of experienced consultants when the work requires additional expertise or scale.
Throughout her career, Sandi has built businesses, products, portfolios, customer relationships and teams around a consistent belief: the best strategy begins with the customer—and is proven by the value customers actually realize.
Sandi has led go-to-market, account management, product, customer success and services organizations at scale. She has carried a bag, sat across from skeptical customers and been accountable not only for the promise, but for delivering it. She has launched billion-dollar businesses, opened new markets, driven global expansion and led some of the technology industry’s most strategic customer and partner relationships.
That front-line experience shapes how she advises today. Sandi brings customer perspective, commercial judgment and general-management accountability to the questions leaders face when growth slows, technology outpaces value realization or the operating model no longer supports the strategy. Her style is direct, collaborative and grounded in what organizations—and their customers—will actually adopt.
ARR and operating budgets for Fortune 100 firms
Worked and lived in 8 countries across the Americas, Europe and Asia Pacific; led teams ranging from tens to thousands across 20+ countries
General Manager for a $1.5B global client relationship
Independent consulting engagements
Continue the conversation