When Leadership Commits to Making Customer Success a Shared Responsibility, that’s When Real Progress Happens: Kia Puhm, CEO of DesiredPath

Kia Puhm is the founder and CEO of DesiredPath, a company that provides an intelligent framework to achieve smarter, faster revenue growth by continuously aligning operations to the patterns of the most successful customers. With over 26 years in the tech industry, she has built a reputation for transforming how companies engage with their customers, ensuring that products not only sell but also deliver lasting value. Kia’s expertise lies in breaking down internal silos, refining customer journeys, and driving sustainable revenue growth through experience-driven strategies. Passionate about efficiency and problem-solving, she challenges businesses to move beyond traditional metrics and focus on real customer outcomes.

In a recent conversation with SME Business Review, Kia Puhm spoke about how businesses can grow by focusing on customer success. She highlighted the importance of delivering real value, refining customer experience, and making it a core part of business strategy. Here’s what she had to say.

Interview Excerpts

You have spent over 26 years in the tech industry. What drew you to customer experience as a focal point for your work?

I have always been passionate about problem-solving and efficiency. Early in my career, I noticed that companies often focused more on their products than on how customers interacted with them. It became clear that long-term success wasn’t just about having a great product, but about ensuring customers achieved the outcomes they needed. That realization shaped my approach and led me to focus on customer experience as the foundation for sustainable business growth.

You founded DesiredPath to help companies grow revenue by focusing on customers. What gap did you see in the market?

Many businesses measure success through their own internal metrics, whether it's product development, sales numbers, or operational efficiency. But they often don’t fully understand the customer’s journey. Companies can have the best technology, but if customers struggle to use it or don’t see its value quickly enough, adoption suffers. I started DesiredPath to bridge that gap. We help businesses align their operations with how customers actually engage with their products, so they can accelerate success for both sides.

Could you give an example of how DesiredPath has helped a company shift its approach?

One of our clients had a strong product but was experiencing churn because customers weren’t using its full potential. They assumed the issue was product-related and considered adding more features. When we analyzed their customer journey, we found that users were getting stuck early on and weren’t reaching the stages where those advanced features became relevant. We worked with them to adjust their onboarding process, simplifying the experience and providing more guidance at the right moments. Retention improved significantly, and revenue grew as customers stayed longer and expanded their usage.

What do businesses often misunderstand about customer experience?

Many think of it as just a department or a set of touchpoints—something to be managed separately from sales, product development, or operations. But customer experience isn’t a standalone function. It’s the sum of every interaction customers have with a business, from their first impression to ongoing engagement. Companies that excel in this area integrate it into their entire strategy rather than treating it as an afterthought.

Has the role of customer experience changed over time?

Absolutely. Years ago, companies had more control over the buying process. Customers had to rely on sales teams and marketing materials to make decisions. Now, with so much information available online, buyers do their own research and expect more from the companies they choose to engage with. The shift has made customer experience even more critical because customers aren’t just buying products, they’re investing in relationships. If they don’t feel supported, they’ll move on.

What’s the biggest challenge businesses face when trying to improve their customer experience?

Internal alignment. Different teams have their own priorities, whether it's hitting sales quotas, shipping new features, or cutting costs. Sometimes those objectives compete with creating the best experience for customers. When leadership commits to making customer success a shared responsibility, that’s when real progress happens.

With technology evolving so rapidly, how do you stay ahead and ensure that your strategies remain relevant?

I am always learning. The industry moves fast, but at its core, success still comes down to understanding human behavior. I pay attention to trends, but I also focus on the fundamentals—how people make decisions, what motivates them, and what frustrates them. The tools may change, but the need to create seamless, valuable experiences remains constant.

What do you find most rewarding about this work?

Helping companies shift their mindset. When a business moves from just selling products to truly helping customers succeed, everything changes. You see teams become more engaged, revenue grow more sustainably, and customers become advocates. Knowing that we have helped a company make that transition is incredibly fulfilling.

What advice would you give to companies struggling with customer retention?

Start by listening. Many businesses think they know why customers leave, but assumptions can be misleading. Talk to customers, analyze their behavior, and identify patterns. Look beyond surface-level feedback and find the real pain points. Small adjustments in onboarding, communication, or support can make a huge difference.

If you could change one misconception about customer experience, what would it be?

That it’s just about keeping customers happy. Satisfaction is important, but success is even more critical. Customers don’t stick around just because they like a company; they stay because they’re getting real value. Businesses should focus on making sure their customers achieve what they set out to do, not just on providing great service.

Looking back on your journey, is there a moment that stands out as particularly defining?

Early in my career, I worked with a company that was struggling with adoption despite having an incredible product. I spent time talking to customers and discovered that they loved the concept but didn’t know how to implement it within their own workflows. That experience shaped how I approach customer experience today. A great product isn’t enough—it has to fit into the customer’s world in a way that makes sense to them.

What’s next for DesiredPath?

We’re continuing to work with businesses that want to build customer-centric growth strategies. As the market evolves, we’re always refining our approach to help companies stay ahead. The goal remains the same—helping businesses grow by ensuring their customers succeed.

Kia Puhm, Founder & CEO, DesiredPath

“Businesses should focus on making sure their customers achieve what they set out to do, not just on providing great service.”