How ClearTouch Became Its Own Customer and Reinvented the Meaning of Real CX

There’s a funny thing about being in the business of customer experience. You often spend so much time helping others deliver it that you forget to check how good you are at it.

That realization hit us not during a board review or an audit, but in one of those quiet internal meetings where someone asked a simple question:

If we called our support team today, would we be happy with the experience?

There was radio silence.

We are a cloud-based contact center software provider. We help businesses deliver the best possible customer experiences. But when we looked inward, we realized something uncomfortable. While we had all the right intentions, our own support system needed a reality check.

The Mirror Moment: Evaluating Our Own Customer Support Quality

That question on the customer experience we offer hung in the air longer than we expected.

We’re known for our technology, our reliability, and our speed of implementation. But when we looked at ourselves from a customer’s perspective, we realized something slightly uncomfortable.

We were efficient, but not necessarily empathetic.

We weren’t bad by any means. In fact, we had several great practices in place.

For instance, we had a rule that said:

If you can’t resolve a customer’s issue in two interactions, pick up the phone and talk to them.

It’s a simple, practical guideline that encourages ownership and human connection. And for a long time, we believed that was enough.

When Good Practices Deliver, Wrong Customer Outcomes

Here’s what we realized.

Good practices don’t always guarantee great outcomes.

We were following the process to the letter, but our customers still wanted more. Despite all the self-service tools and automation we had built, customers often said the same thing in feedback surveys:

We’d really appreciate being able to talk to someone directly.

At first, we thought it was nostalgia, and people were simply resisting automation. But as we listened more closely, we understood what they were really saying.

They weren’t against automation. They just wanted assurance.

They wanted to know that, if their situation was unique, the chatbot didn’t understand, or the self-service portal wasn’t enough, a real person was there for them.

And that hit us.

We’d spent years helping other organizations build omnichannel strategies with the right balance of automation and empathy.

But in our own house, that balance had tilted a little too far toward efficiency.

How We Built a Scalable 24/7 Support Model

That was the wake-up call, and we decided to make a bold change.

We committed to providing 24/7 live support across email, WhatsApp, and phone.

It wasn’t a decision we took lightly.

Running a 24×7 support operation is not just about extending hours; it’s about re-engineering processes, training people to work across global time zones, and ensuring the same level of consistency at 3 am that you’d expect at 3 pm.

But it felt right.

Because at the heart of customer experience is one unshakable truth:

When customers need you, you show up.

How Did We Make It Work?

The first few weeks were chaotic.

Our support team had to adjust to new schedules. We had to define new escalation paths. We even had to create a new internal playbook to ensure that empathy didn’t get lost in handovers.

But something magical started to happen.

Customers began noticing the difference. It was not because we sent out an announcement. They saw it in the little moments:

• When a customer emailed us at midnight, they got a human reply instead of an auto-responder.
• When someone reached out to us on WhatsApp about a configuration issue, they received step-by-step help in real time.
• When a support engineer called back a customer within five minutes, just because the email felt too slow.

We didn’t automate care; we made care available.

And over time, it started to reflect in the most powerful metric of all: loyalty.

Eight Years. Zero Churn. How Availability Became Our Competitive Edge

In an industry where customers have multiple choices and migration costs are minimal, eight years of zero churn is not just a statistic; it’s validation.

Not one customer has left us in the past eight years.

When we tried to understand why, the answers were humbling. They didn’t talk about our features, uptime, or integrations. They spoke about trust.

One customer said,

“I stay because when I call, someone always picks up.”

Another said,

“Even when something breaks, you don’t hide behind tickets.”

That’s when it struck us that technology might attract customers, but availability retains them.

In an era where everyone’s chasing faster chatbots and smarter AI assistants, the willingness to listen is the real differentiator.

What Did We Learn or Re-Learn?

This journey taught us a few things that no dashboard can show:

• Customers love solving things on their own, but they want to know a human is nearby if they stumble.
• A great IVR system or AI assistant should make it easier for a human to step in, not harder.
• Customers don’t expect you to be flawless; they expect you to be available, honest, and consistent.
• When your support, product, and engineering teams communicate seamlessly, customers feel it even if they never see it.
• You can’t outsource empathy. Every interaction, no matter how operational, contributes to the experience.

If there’s one truth this journey reinforced, it’s this:

You can automate processes, but you can’t automate care.

Real customer experience isn’t measured in NPS scores or resolution times. It’s measured in the quiet relief of a customer who knows, “They’ve got my back.”

We’ve built a business around helping others deliver exceptional customer service. But the day we decided to become our own customer, we rediscovered why we started doing this in the first place.

Customer experience, at the end of the day, isn’t a technology problem; it’s an opportunity to do something good.

And that’s a business we’ll always be in.