A recent flight with Emirates turned into an unexpected masterclass in customer experience (CX), thanks to an extraordinary representative named Milton. As CX professionals, we are always curious about what makes an interaction unforgettable. Milton’s approach wasn’t just about solving a problem—it was a lesson in passion, knowledge, and human connection that left me rethinking how we train and empower our front office teams.

I’m not a frequent Emirates flyer, so when a flight change stripped me of my preferred aisle seat, I faced the grim prospect of a long flight in a middle seat—the only option during online check-in. At the physical counter, I met Milton. His greeting was warm yet grounded: “Mr. Menon, our self-service is as good as in Singapore. I hope you didn’t have trouble, and sorry for the 15-minute wait.” I explained my seat issue, and instead of a scripted response, Milton leaned in with curiosity. “Let me look into it,” he said.

What followed was remarkable. Milton discovered the aircraft had been upgraded, with new premium economy seats blocked from my original booking. He didn’t stop at an apology—he took ownership, securing me an aisle seat. As he worked, he shared that Emirates refreshes its fleet every 9-10 years, boasting one of the youngest fleets globally. He even noted how supply chain issues had delayed refitting, likely causing the seat glitch. His knowledge was staggering, far beyond what was needed to serve me.

But Milton didn’t just solve my problem. He educated me without selling. He scanned my photo for Dubai’s automated lanes, simplifying my next visit. His pride in Emirates’ ethos—innovation, quality, and customer focus—shone through, connecting me to the brand more powerfully than any ad featuring Penelope Cruz, their brand ambassador. This begs the question: do we invest as much in training our teams as we do in marketing? Milton’s impact was proof that a well-trained representative can outshine even the glossiest campaign.

I couldn’t resist asking, “Milton, how do you know so much?” His answer was humbling: “I’m not usually at this counter. I’m in VIP service, stepping in for a colleague. I’m an aviation enthusiast.” His passion wasn’t just a job requirement—it was nurtured by Emirates, and it showed. This made me wonder: are we hiring people with passion and fostering it lifelong? High attrition at BPOs and outsourced call centers often stifles this kind of experience. Contrast this with companies like American Express, whose vision of delivering the world’s best customer experience every day is backed by heavy investment in training. Should we rethink outsourcing and bring call centers in-house to cultivate this level of expertise and pride?

Milton’s interaction wasn’t perfect efficiency—it took a few minutes longer than a self-service kiosk. But it was authentic, meaningful, and memorable. Like my visit to Mumbai’s Irani Koolar Cafe, where delays were overshadowed by human connection, Milton reminded me that CX isn’t just about speed. It’s about creating moments that linger.

So, how much is really enough in CX? It’s investing in training as much as we do in ads. It’s hiring passionate people and nurturing their enthusiasm. It’s empowering teams with knowledge that goes beyond scripts. Milton didn’t just serve me—he left me with a story I’ll carry forward.

Key questions to prod over:  

1. Do we invest as much in training as in branding/marketing?

2. How much of that knowledge is good, Milton had so much more?

3. Is human interaction a way to strengthen the brand and grow revenues?

4. Are we balancing tech with the human element?

5. Could we measure the impact of training on customer delight?

Do share stories of companies and individuals that inspired you with exceptional experiences.