A Digital CX Evolution: Jessica Austin Barker, Chief Digital and Client Experience Officer, TIAA

The Gist

• Digital experience enhancement. TIAA focuses on accelerating their digital transition, aiming to close existing gaps and innovate in digital client engagement.
• Client-centric approaches. Emphasis on humanizing client interactions in finance, balancing automated digital tools with the reassurance of human expertise.
• Omnichannel strategy. Efforts are made to integrate various communication channels seamlessly, ensuring a cohesive and less siloed client experience.

Dom Nicastro: Hello, everyone, and welcome to CX Decoded. Dom Nicastro, here managing editor of CMSWire, and your host today. Today joining us is Jessica Austin Barker, chief digital and client experience officer at TIAA. Jessica, how's it going? Welcome. 

Jessica Austin Barker: Thank you for having me today. It's going. It's a day.

From Consulting to Client Experience Leadership

Nicastro: Love it. Your title and role is right in our wheelhouse at CMSWire. So we can't thank you enough. First of all, I just would love to know a little bit about your background. I'm always fascinated with how people end up in their roles. You know, we've had a lot of customer experience leaders on here who had nothing to do with customer experience when they were in college. But I would love to know where you began and how you evolved into this current role. 

Austin Barker: Sure, so you know, I began after college and consulting, which I likened to what people do when they're not sure what they want to do. And so it was a great experience for a few years of management consulting. And then I decided it was time to kind of, if you will, go to industry and start doing work with a company. I landed at Intuit, the makers of TurboTax and QuickBooks, and its origin of Quicken etcetera. And I started off actually in marketing, but it only took me about a year in working with all of the product folks to realize that I really loved solving problems.

So I was fortunate back then that one could sort of transition into product management without really having much craft skill at the time, but just learn on the job. So I effectively grew up in product management. And then you know, went on to take larger cross functional roles. But that's how I ended up falling in love with my client experience element.

Nicastro: Nice and give me one fun nonwork fact about you. 

Austin Barker: One fun nonwork fact, let's see. One fun fact is I grew up with just my dad, which was probably a bit unheard of back in the 70s when I was born. So I was raised by a single father who was only 17 at the time. So that definitely has shaped a lot of who I am, and probably some of my experiences in a positive way. So that's probably one really interesting definitely-was-fun-along-the-way-too fact.

How TIAA Elevates Customer Experience

Nicastro: Awesome. Well, we're in the same decade, by the way of being born. I'm a 70s guy myself and take pride in it, OK?

Austin Barker: Excellent.

Nicastro: All right, well, tell us about TIAA and your team and your role. I'd like to set the stage there just so our listeners get an idea of what TIAA does, I'm sure a lot of people do. But for those who don't, it’d be great to give the quick overview of the company itself, and then just your role and team to kind of set the stage.

Austin Barker: Sure so TIAA is about a 100-year-old company focused in the retirement space. And our legacy company was actually started by Andrew Carnegie years ago to be able to help those who serve others be able to retire with dignity. And so the "T" in "TIAA" is for teacher. We started off serving institutional clients aka higher education universities, and being the retirement plan provider for all of their employees.

And so that's still really a large part of who we serve, our higher ed institutions, but also now other nonprofit segments like health care and some different dot orgs in the arts, etc. So our mission is to really help folks retire with dignity, and a secure retirement with a lifetime income paycheck a year and a half ago.

Thasunda Brown Duckett who is our CEO, after coming in had recognized that, you know, we have opportunity in the client experience space. So one of the first things she did was say, Well, hey, one of the opportunities is to hire somebody at my table as a CEO, who's focused and responsible for our client experience in the end. So she created this new role of chief digital and client experience officer. And that is now what I am here to do.

Enhancing Digital Journey, Breaking Channel Silos

Austin Barker: Awesome. So when you came in, what were the initial challenges, like where was the company digitally? What kind of areas did it need growth in? And how did you get that going?

Austin Barker: When I joined, certainly the company had started to invest already in digital experience, but admittedly probably a bit behind of where we would have liked to have been. And so I think twofold is really where my focus has been, it is certainly on accelerating the transition to digital experience and both closing gaps but also looking for opportunities to lead and develop new innovation in that space.

But in addition was also the other component which is interestingly sort of in my title, which is digital and client experience, meaning we needed end to end stewardship around how we orchestrate the end to end experience, because prior, we were really set up very channel siloed.

And as you can imagine, not new news, if you set up very channel siloed, the customer is going to experience how your organization is organized, and they're gonna feel that. So that's the other big area that my team is now reorienting around is not just focusing on the digital channel itself, but really walking in the horizontal shoes of our clients and being the orchestrators of how the omnichannel experience comes together.

Related Article: Your Silos Are Showing in Your Customer Experience

Optimizing Omnichannel Experience for Client Engagement

Nicastro: Yeah, what are some of those top channels? You know, because you mentioned, you know, the channel silos is such a good term, because I did an article on kind of like channel forcing, right. Like some companies channel force in digital, some folks to, “Hey, go to this page and sign up.” You know, it's, it's all about what the company feels is comfortable. But so in terms of the channels themselves, what are some of the top channels the most active, if you will, for your clients right now, what's the bread and butter here, digitally?

Austin Barker: Let me maybe start off real fast defining what client means to us. Because it's a little different if you think about the different client sets for us in our business, because we are certainly also a B2B company. And because we are retirement plan providers, we work through the companies that hire us to be the provider for their employees.

So from a client perspective, we have a few audiences. One is what we call the plan sponsor, which is, for example, the university themselves. We have what we call the plan consultant, which are really advisory groups that help partner and have fiduciary responsibility working with those plan sponsors of those institutions. And then of course, we have, if you will, the end customer, the participant whose plan, it's their retirement plan that we're actually taking care of. So when you think about the channels ubiquitously, I would say that some of the main ones are, of course, digital, what they're doing online or in the mobile app.

But then there's of course, the experiences they have when they contact us to the call centers, whether that's our end user call center, or whether that's more of our B2B Call Center, we in our legacy, still have a fair amount of paper, and some of that is actually regulatory. So there's also the paper channel, then, of course, there's other channels, like marketing, and so what are they receiving outbound from us? So those are some of the most basic channels that when I mentioned sort of our setup before, again, through well intended, you know, teams and experiences, we had a lot of just disjointed lack of cohesion across those.

So for example, if you take the first use experience in our context, which is enrolling in your retirement plan, one of the first things that I asked for when I arrived as hey, can we take a look at the client experience the participant experience for enrolling, I just like to see what that is. And you can imagine it had a lot of opportunity, when you put all the pieces together from all of those different channels, I think you could very quickly see that that had been the orientation, the channel focus and not the horizontal customer experience, if you will.

Related Article: Implementing AI in Omnichannel Strategies for Seamless Customer Experiences

Balancing Simplification with Confidence in Services

Nicastro: Yeah, when you're building out those experiences to be better. What kind of qualities are you looking at? Is it mainly like, “Hey, this is too slow. This is cumbersome. We're asking a lot of questions in this enrollment and digital circles" like, where are the opportunities there, what do you exactly want to improve?

Austin Barker: So for me, it's an interesting question. Because absolutely, when you think about simplification, which arguably, we all want, I think what we all want is simplification, and whatever it is, the task that we're trying to get completed. So 100%, we're looking to simplify experiences, meaning cutting down time, you're cutting down waste in the cycles in the process. But I'm always very cautious to get hyperfocused on just time and reducing steps because the flip side of the coin, of course, is confidence.

And particularly in our space, when you're making decisions around your retirement and around, ultimately, big money decisions. We have to be really careful to not get myopically focused on time reduction and step reduction at the expense of confidence. So I feel the primary thing that we're really looking to do is drive confidence in helping guide our participants in particular, around the choices that they're making.

Because as you know, most people don't have really strong financial acumen and some of the decisions that they may be making here can be a little bit unnerving. So wanting to really ensure that we're creating confidence is, I think, just as important, if not more so than the simplicity and getting sort of focused on time and steps.

Related Article: Savor the Sweetness of Simplicity: Reap the Rewards of Customer Happiness

Streamlining Compliance with Digital Innovations

Nicastro: Yeah. Being in financial services. I mean, you have to. You mentioned the regulatory mandates for paper. I mean, that just seems like a nightmare. To me, you have to do it. But it seems like a nightmare to me. For someone trying to manage customers on paper. How often do you have to deal with those analog systems, those paper systems, tell me about the cross department collaboration with compliance with legal. Man, if I had to work with legal most days, I don't know what I would do as an editor.

Austin Barker: So there are some things that our operations team, which sits outside of my team, but clearly we partner together. But operationally, there are certainly some compliant paper related things that have to be done to, for example, let you know that we took action on something that you made a choice around.

So there are certain categories of things that we've got to confirm via paper. We also have major decisions, for example, when somebody is nearing retirement, and deciding to take an annuity and really have a lifetime income source where they're getting a paycheck for the rest of their lives. That is an irrevocable decision.

So that's not unlike any other legal contract. You know, there's a paper element that comes with that. So there's certainly things that are, just need to be. But I think there is acknowledgement that we've also had some waste in the cycle, just around overindexing on sending paper, when the user behavior is to never open the envelope and to put it straight in the trash. So that's the type of thing that we're looking to cut out.

But more importantly, I'd say, our history was we had just not enabled all of our client experiences digitally yet. So there were many different tasks along the customer journey, if you will, different jobs, that we were still really only providing that ability through calling us and so the journey over the last year has really been a start to close the gap on things that we know customers would like to be able to do themselves.

We just weren't fully enabling that. And in particular, on the mobile app. So we've been very focused on closing all of those gaps on the mobile app and getting to where the puck already is, and making sure that for anything people want to do at their fingertips, they're able to do, that they don't need to pick up the phone and call.

Related Article: Turbocharging AI in Customer Experience for Growth

Humanizing Digital Finance with Expert Support

Nicastro: How do you humanize that experience for people who are probably not well versed in or educated in finance or retirement? I mean, it's, you know, there's a lot of hand holding there, and they want their hand to be held. That's why they're coming to you.

Austin Barker: Absolutely. The way that I think about this is necessarily, we will always have a human component. And we could probably sit around and debate that for hours. And maybe some time in my lifetime, that won't be true. But I believe there's portions of what we're doing that someone will want to have the comfort of a human expert, to help advise them, help to make that final decision, whatever that is. And so obviously, if you think about small tasks, like in our context, updating your beneficiary, you know, who do you want money to go to, updating anything that's more PII related, those things people can do on their own.

But then if you think about the acumen and people's different levels of comfort, you know, when you're making decisions around investment lineup changes, when you're making decisions around how much to save and contribute to your retirement plan, or when you're making decisions around, ultimately taking what you've saved and turning that into a lifetime income paycheck, which we call annuitization. Those are for many bigger decisions that they don't feel comfortable making on their own, and they don't understand fully the implications of this decisions are making.

So we're certainly working to humanize how we describe that through our content, the language we're using. And that's a big job that my Chief Design Officer has. So we're certainly working towards all of that in the digital context, but also fully aware that there are many things that our participants really do want to have a live conversation around. And I'm happy to share more about how we do that. We have lots of different channels for that in the context that we're in.

Related Article: Customer Service Chatbots: AI Can Enhance Your CX

Emerging AI Chatbots Enhance FAQ Responses

Nicastro: Yeah, I was gonna say like, you know, we talked about humanizing the experience. And here's a follow up question to that. Do you have an AI Chatbot? In some circles?

Austin Barker: We do, I would admittedly say it's still in its early stages. So that's not the lead cat yet for us in terms of where we are directing everybody. We've applied it certainly in the sort of FAQ context, so that we've gotten much better answers to questions and more of a classic FAQ sort of search capability.

But in terms of AI chatbot, that's something that's still under development. And for us as well, when you think about a lot of what we do, which is giving advice around someone's retirement plan, that's an area that we are very conservative with respect to how we're going to apply AI, because we cannot get that wrong. So we can't allow for there to be sort of the hallucination that can happen, as you know, with some of the models. So that's an area and it's so core to what we do is giving advice, that there are applications for us for AI and then there's areas that we will be very conservatively walking into.

Related Article: AI Customer Experience Solutions: Using Emerging Technologies

Conversing on Multiple Digital Channels

Nicastro: Yeah, Jessica, you were talking about, you know, the fact that you're having these multiple conversations and multiple channels. I’d love some examples of how you're conversing with these clients and prospective clients in these digital channels.

Austin Barker: So yeah, Dom, we have conversations as you were asking about both digitally. So some of what we're doing just in guiding them through what we do outbound, whether it be with email, but to start the conversation around, for example, I'll just keep focused on advice and making sure that our participants are on track for retirement.

We leverage outbound contacting with email, with phone calls. We of course, bring folks in digitally through campaigns and are really focused on actions that they can take to improve their retirement readiness, and then drive them into our authenticated site where we pick up on that conversation, if you will. And that guidance, which largely leads to leading our participants through what we call an advice experience, which you can just think of, in the digital context as some sort of an advice tool.

So it's taking a set of inputs that we know about them, gathering additional inputs, we use a third party advice engine that is independent, to ultimately provide the advice around different saving recommendations, different allocation, recommendations, investment allocation. But as much as we do that, we also work in person with our participants.

And so part of our client experience most definitely is a human led assisted engagement. So I'll give some examples of that. If you imagine our participants being employees of universities, let's say, it starts with us being on campus. So we have consultants that are on campus that are working either one to one appointments face to face with someone, or they could be in a group setting, working with a group of employees on campus to help educate them and bring them along on how the plan works.

And general basics around thinking about your retirement and how to plan for that, then, is you imagine different engagements along the way along someone's lifecycle journey. We also have a set of different types of specialists that we use for different elements of how we give advice. And so for example, if someone is getting ready to retire, and they're starting to think about how they're going to have lifetime income and how they're going to draw down different income sources, as I go into retirement, then we have specialized folks who engage our participants on that type of topic around planning, as you're getting ready to enter into retirement and figure out how you're actually going to live off of the different income sources that you have. And then in addition, we do have a wealth business.

And so we have wealth advisers that, of course, work with participants both on what we call their in plan assets, but also experiences around bringing their full portfolio together. So those are a few examples of how we're leveraging the assistant channel. And that will tell you, you know, the secret sauce in my mind in the opportunity ahead of us really is how we can further integrate the digital and assisted channels together and how we identify predictively, those who are in the digital channel, who then are reaching a point back to that confidence point that I made, where really they would be better served by talking to one of our experts or human experts, so that we can get folks across the finish line for different jobs that they're trying to do. And largely again, in the advice space, versus having them feel sort of overwhelmed.

And my perspective is, because of this being a topic, you know, retirement and saving and money, that for a lot of people is difficult emotionally, not just in the actual content of it, and the complexity, but just the emotions. I think people are just looking for a reason to abandon the engagement. And so for us to intercept with helping people with the guidance that they need, and not feeling overwhelmed and stuck, you know, in only a digital experience. I think it's something we have to be very aware of.

Related Article: What Is a Contact Center? Omnichannel Customer Experience Redefined

Extracting Adviser Insights to Enhance Digital Experience

Nicastro: These consultants on campus, these specialists, these wealth advisers, these are folks with an incredible, incredible amount of customer insights and prospect insights, they are just walking around with this knowledge. How do you take that knowledge and apply it in some kind of analytic fashion? And like use it to create better experiences like that is such a challenge for so many organizations, there is such good knowledge within the system. But how do you get that knowledge, extract it and really build experiences off of it?

Austin Barker: I love that question. And I think that is squarely in the camp of really activating client obsession. And so to your point, not unlike whether you go deep, deep deep with folks that are on the phone every day and a call center and understanding what they're learning, I think Your point around how we leverage these on campus consultants and even those that are just on the phone, you know, day in day out with our end customer, we are in the middle of really embarking on that, I'll give you an example.

When I was talking earlier about our digital advice experiences, we have, obviously, a way that we drive the experience itself and sort of the inputs and the outputs that are there, etc, etc. But we know that when you really think about personalization, there's so much more that a human is doing to sort of respond to what they're hearing and then shift left shift, right, ask a different next question.

So this is exactly what we are now working to extract and better incorporate into our digital experiences for scale, whether that be through more basic, what I'll call business rules that we can and should put in place with that knowledge, to then of course, how we can take scripting output and leverage AI to make it scale more broadly, and learn and more broad scale.

So that is going to be, I think, a huge unlock for us. Because, as you can imagine, when you think about, for example, advice, implementation, and people taking what we're suggesting, and then actually making those changes, the effectiveness of that, at this moment in time is much, much higher when they're speaking to someone live, a human versus when they're self guided, you know, in our digital properties.

And so this is exactly what we are looking to solve and helping give that same confidence and that same level of personalization, to those who are feeling like they want to be more self guided and will gain the confidence along the way as we're able to do that.

Related Article: 5 Tips for Improving Personalized Customer Experience

Collaborating for Enhanced Call Center Operations

Nicastro: Yeah, exactly. Looking at that call center, you'd mentioned that a few times that you were specifically in charge of the call center is that like a team effort? Is that like a director of contact center operations kind of role there. 

Austin Barker: It’s not part of my remit. So part of my, you know, I don't think I ever mentioned this, but my direct team comprises the craft of design of product management. We also have enterprise analytics, as well as enterprise research. And then I have the advice team. So I do not have the call center directly within my organization, but necessarily, we partner very close with them.

As you can imagine everything we're doing to try to improve and simplify the customer experience, we oughta see the impact of that, in reducing what we would call regrettable contacts that are just nonvalue add for the person that has to pick up the phone and call and of course, for us to take the call as well. So we're very integrated around those top contact drivers and what we're doing to improve, not just the digital experience, but again, back to the omnichannel experience to reduce confusion that's causing those contacts.

So yeah, the team is a different team. But I will say in my past life at Intuit, I led our call center, which we called customer success for TurboTax. So I'm intimately familiar with leading kind of the operations of a contact center, and more importantly, with the integration with the product teams and how that's ultimately what really drives success.

Related Article: Omnichannel Customer Journeys: Unlocking the Future

Revolutionizing Call Centers With AI Integration

Nicastro: Yeah, the call center is such a big area of focus for us, you know, we're doubling down on how call center agent experience is, how AI is being infused into call center, predictive analytics, just inspiring call center staff to do their jobs, because it's the most thankless job in the world.

But it's also like the front and center of the company. I mean, when I think of my cell phone provider, I don't think of their CMO or the CFO, I think of the person I talked to on the phone. And that's my experience with that company. So the call center is really front and center. So I'm sure there's some exciting things going on in the call center. Can you speak to any of that, like any 2024 big level goals, I know you're not directly responsible for the call center. But I would love to hear some initiatives that are going on there.

Austin Barker: Absolutely. And I 100% agree with you. I think when you think about people's perspective on sort of a company they trust, often a lot of that is shaped by the experience they have and those moments that they do talk to us via the call center, particularly if those are moments of distress, and they're sort of disproportionately shaping their view of the company.

So yeah, some of the things that we're doing, which I think are a real bright spot and an area that we're definitely out in the market leading using the latest and greatest. We have integrated Google AI into our contact center capabilities and operations I'll call it so some of the benefits of that. Everything from being able to take contacts and aggregate all of the sentiment aggregate all of the contact types, you know, so that you're no longer in the old world of having to have people read everything and try and figure out what's driving what contacts and then bucketing them and then trying to understand them. So all the basic categorization understanding of sentiment, so we can get all our basic reporting.

That's all taken care of, but I think more interestingly, it's allowing things like much more robust IVRs are the automated experiences when you call so that we can appropriately resolve a lot of different contact types without you needing to talk to someone. Google AI is aided in that we're also using it to do things like routing of issues that we find categorizing, and then helping pipe that into how we route directly to our engineers to start to resolve issues. So there's a lot of work underway there, you mentioned the agent experience as well.

So the classic sort of next best action and how we can help guide and simplify the experience of those that are on the other end of the phone call to make sure that they're much better led and not having to go to the old school way of searching a knowledge base and trying to find the answer the question while the participant sits there in silence, on the other end, waiting for the answer to that question. So all of those fundamentals that I think AI has yielded, and Google AI has been a great lead in the space as what we're applying at TIAA.

Related Article: AI in Contact Centers: Championing Your Agents

Enhancing Customer Satisfaction Beyond Resolution Metrics

Nicastro: Yeah, I just think too many times, you know, they measure these call center agents by just resolution, you know, did you resolve it? And how quick did you do it? There's so much more to that, that I think the big measurement should be did the customer or prospect leave feeling? How do they feel, you know, leaving the interaction and they feel satisfied, even if it wasn't resolved right away? They feel like you cared about them, they feel like you are going to resolve it as soon as you can. You know, I think we need more of those metrics.

Austin Barker: Yep.

Nicastro: Hey, getting back to we were talking about applying that knowledge base of the consultants, the specialist, the wealth advisers, going forward, what are some of those methods? What are some of those methods that you're going to maybe employ to try to do that, because I need to do this too, as an editor, like I talked to so many readers, and writers and authors, consultants, and so much in my brain that I want to apply to how we do things better for our website, and other digital property. So is there any specific method you think that can be employed to really extract that knowledge from those folks that are on the ground?

Austin Barker: So I would say a couple of things that we have underway, and I would always lean on, I mean, first things first, to your point is getting close to those that are close to customers.

And so how we just build that's a foundation of building client empathy and understanding. And rather than hypothesizing behind the scenes, really going out and learning from those that are hearing it direct. So first things first is different product teams, depending on the space that they're solving, making sure that they are going and sitting with the appropriate, you know, if it's a field consultant, if it's someone at the institution, if it's groups in the in the call center.

So depending on what the space is, you know, what might be multiple, it might be one, first of all, just sitting with them, and really going deep and listening to that. So we have, for example, certain product teams that do you know what we would call a follow me home, but does follow me to the office with wealth advisers.

And so they're sitting there really watching what the wealth advisers are doing, how they're interacting with their client, not only in using the tool, but what they're saying, and then how they're responding. And so really sitting in those sessions to do that observational learning, because that's where you can save the surprise, that's where you find things that you had no idea what's going on, and you never would have thought to ask the question. So I think that is the foundation is making that connection. But that's part of the breaking down of the silos that I was mentioning. So once we have that there's obvious applications and a couple of different directions that we're working on.

One is how do we actually take best practices and be able to scale that and help use that to train others who are in their shoes, so other consultants, other advisers and just trying to uplevel? Everybody, I'm sure you're aware, too, that's a space where there is work underway to leverage AI as well to scale all of that. So that's certainly within the future. I think as well, though, is what I mentioned is how do we take all that and then infuse those learnings into how we would literally write the digital script, if you can imagine, how do we translate that into the content that we use the workflow, and the experience, ultimately, that fuels our digital experiences. So we can yield that same level of confidence, that same level of personalization along the way. So it's not easy. But I think that that is the journey that we're on.

Related Article: AI-Enhanced Contact Center Platforms for World-Class Customer Service

Aiming for Delight in Client Experience Transformation

Nicastro: Well, Jessica, you've been so gracious to let us into your organization and give us the behind the scenes of how client experience works in a digital sense. And in a nondigital sense. I got one final question to wrap things up. Maybe two. It's 2024 December, so a year from now, at the time of this recording. What would you have liked to have accomplished by then in the next 12 months when it comes to digital customer experience? What's that big fish that we're going to talk about in 12 months? We're going to do it we're gonna do it on CMSWire we're going to revisit, we're going to do it I promise, but you got to get it done first. So what is it?

Austin Barker: For me, probably what it would feel and sound like is that back to the clients we have, we've got participants plan sponsors, plan consultants 12 months from now, I want them to be saying to us, wow, it is a new day at TIAA what we're seeing in terms of experience advancement, both in sort of the fundamentals of core jobs, but also in areas that are delightful. So not only are we addressing transactional things that might be difficult, but starting to evoke that positive emotion, that delight, that is what will warm my heart and what I hope for in 12 months may be aggressive and of 2024, that for me, that is really ultimately what I hope to hear and feel, and that they are seeing the evidence of, as we're working on this journey to really transform our client experiences.

Nicastro: Awesome. And one final question is just are there any ways our listeners can continue to follow your thoughts, any suggestions, whether it's just LinkedIn or some posts you make or any other funding initiatives that they can be on the lookout for? I

Austin Barker: I would say probably start with LinkedIn, it'll definitely be one spot to follow and also opportunity to see if I'm speaking at any other upcoming engagements. I always communicate that there. So that would probably be the best way particularly since TIAA is not a public company, and so not out there in some of those realms publishing things. So yeah, that would be my recommendation.

Nicastro: Jessica Austin Barker, TIAA, thank you for joining us on CX Decoded letting us into your world of digital customer experience. We appreciate it so much.

Austin Barker: Thank you so much for having me, Dom.

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