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Why I Call Myself a CX-Sherpa
If you’ve come across my profile or spoken with me in a workshop, you might have noticed that I sometimes refer to myself as a CX-Sherpa. It’s a term that raises eyebrows, invites questions, and, perhaps most importantly, reflects how I see my role in the customer experience profession.
So why the Sherpa analogy?
Let’s start with what a Sherpa really does. In the Himalayas, Sherpas are not just porters or guides. They are enablers. They help climbers navigate treacherous paths, carry the load, and make it possible for others to reach the summit, sometimes without seeking the summit themselves. They understand the terrain, they know where the dangers lie, and they possess a deep respect for the environment they move through.
That’s exactly how I see my role in customer experience.
CX is often spoken about in terms of tools, metrics, journeys, and frameworks. And while all of those are useful, the real challenge is implementation. It’s not about knowing what the summit looks like, it’s about finding a route to get there in your particular organisation, with your people, your politics, your limitations, and your opportunities.
My job is not to be the hero of the story. It’s to support your ascent. I bring experience, guidance, and sometimes a firm nudge in the right direction. I’ve seen the weather turn unexpectedly. I know which shortcuts lead to dead ends. And I know the strength it takes to lead a team towards customer-centric transformation.
Calling myself a CX-Sherpa also helps break the mould of the “guru” or “thought leader” trope. I have little interest in sitting on a mountaintop dispensing wisdom. I’d rather be walking beside you, muddy boots and all, solving real challenges on the ground. Transformation doesn’t happen in ivory towers, it happens in meeting rooms, on shop floors, in call centres, and around boardroom tables where tensions run high and decisions get made.
It’s also worth acknowledging that not every journey ends at the summit. Some organisations aren’t ready to go all the way, and that’s alright. Part of the Sherpa's role is to help leaders see clearly where they are, define what progress looks like for them, and help their teams move forward with confidence and purpose.
So, when I use the term CX-Sherpa, it’s not branding. It’s a mindset. It reminds me that the work we do is often difficult. It requires humility, patience, resilience, and adaptability. It demands not only expertise but empathy. And above all, it requires us to walk the talk alongside those we’re helping.
After all, the summit isn’t the only thing that matters.
It’s the journey that changes people.
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