Too often, consultancy work takes place in silence. Its impact can be seen in the results, but rarely in the headlines. The essence of consulting does not lie in visibility, but in the deep understanding of each organization and the discretion that sustains every relationship built on trust. Understanding the client’s structure, circumstances, and needs is the first step; rigorously safeguarding what is observed and shared is the second.
However, there are projects worth telling. Cases where the client, far from viewing consulting as support in the shadows, openly acknowledges the value of guidance that drives their evolution. Such is the case of ARAG Spain, a company that has transformed collaboration into an exercise in transparency and shared learning.
In the October edition of Actualidad Aseguradora, ARAG features in an interview that highlights its strategic commitment to Customer Experience and the intelligent use of data as a driver of transformation. From our position at Consulting C3 as consulting partners, we are honored to accompany their team throughout this process and share with the industry a genuine example of leadership — that of those who understand that continuous improvement begins by looking inward and evolving through listening and knowledge.
Customer Experience: A New Era – From Contact to Connection
What do you consider to be the biggest challenge for companies today in customer experience?
PABLO CABRERA (P.C.): The rise of artificial intelligence is inevitable; it’s not just a trend, it’s the present — and it will define the future of customer experience. But experience without people does not exist. Increasingly, Customer Experience and Employee Experience departments must work hand in hand so that the customer experience is lived throughout the entire company. At ARAG, we are empowering our team with information and tools that allow them to anticipate customer needs in every interaction and across any channel, ensuring that each experience is consistent and of high quality.
PATRICIA GUERRERO (P.G.): I see two major areas that require attention. First, people: everyone within the organization must internalize that the customer is important, but we must also care for the internal customer, who is part of the overall experience. Second, information and data: how we collect, analyze, and use that data to improve the experience in a cross-functional and effective way. Without these two pillars, any Customer Experience strategy is incomplete. The key is to ensure this message reaches every department and every person in the company, universally.
What has been the most transformative change in recent years in customer relationships?
P.C.: For me, omnichannel strategy has been the most significant change. Activating channels is relatively simple from a technological point of view, but maintaining a coherent experience while complying with regulations is the real challenge. Artificial intelligence enhances this evolution, as it enables agents to access the information they need in real time and provide fast, personalized responses. This is essential to ensure that customers receive a consistent experience, no matter which contact channel they choose.
P.G.: I completely agree. Omnichannel and AI make it possible to move from isolated interactions to longer-term relationships with customers. Thanks to hyperconnectivity and data analysis, we can better understand customers and offer solutions where and when they need them. This turns the relationship into something continuous and relevant — not just a one-off contact. Furthermore, it allows us to align customer experience with strategic objectives and internal efficiency.
The Role of Customer Feedback
P.C.: Feedback is essential, but the real challenge lies in how to present it so that it translates into strategic decisions. At ARAG, we use AI to summarize comments from multiple sources and turn them into projects that improve both the experience and business outcomes. This allows our team to prioritize actions that truly generate impact and measure their effectiveness. We analyze both active and passive sources — surveys, emails, social networks, and public platforms. With all this information, we create storytelling that helps middle management, directors, and the CEO easily understand feedback, ensuring every comment is transformed into tangible improvements.
P.G.: We must move from metrics to qualitative insight. Understanding the impact on both experience and profitability allows feedback to act as a compass for designing short- and medium-term strategies, ensuring decisions align with real customer needs. Moreover, integrating feedback into action plans ensures that every project not only enhances the customer experience but also generates tangible value for the company — balancing satisfaction and financial results.
What Mistakes Are Still Being Made in Customer Experience?
P.C.: I wouldn’t call them mistakes, but rather areas for improvement. Often, too much attention is paid to complaints and negative comments, forgetting that most experiences are actually positive. It’s essential to balance continuous improvement with valuing what already works well. Moreover, customer experience is sometimes viewed internally as something merely “cool,” when in reality much of the work involves truly understanding what the customer is saying and how that impacts the overall experience. A major challenge is linking experience to financial results or tangible returns, as this helps position Customer Experience projects within the company and demonstrate their real impact.
P.G.: I completely agree. Customer experience is a constant process of trial and error. The real risk would be to stop listening carefully or to fail to promote the Customer Experience philosophy internally. Active listening, reflecting on feedback, and sharing that vision throughout the organization ensure that every decision translates into concrete improvements and delivers value both to the customer experience and to the company.
How Has Technology Improved the Relationship with Customers?
P.C.: Technology has been a qualitative leap forward. Omnichannel strategies and artificial intelligence enable us to anticipate customer needs and equip our agents with precise information to respond quickly and accurately. This is crucial at ARAG, both in travel assistance — where clients face urgent and complex situations — and in legal defense, where clear, constant communication is key. AI allows us to provide personalized solutions, improve efficiency, and reduce friction, ensuring every interaction is valuable and consistent.
P.G.: Technology also enhances customer autonomy through self-service and instant personalization solutions. Customers can manage their cases efficiently, receiving responses tailored to their needs — but always under supervision to prevent errors or bias in algorithms. This strengthens the customer relationship and enhances service perception, generating trust and loyalty.