Abhilash Singh

I joined United Airlines' Customer Insights team as a Manager in 2021 and later stepped up to Senior Manager, leading a 15-member team that owned the airline's enterprise CX measurement and analytics ecosystem. My remit covered how we listened, what we measured, what an experience improvement was worth, and whether the organisation actually closed the loop. I'm based in Abu Dhabi.

On the listening side, I designed and launched United's post-flight NPS and Voice of Customer platform end-to-end, from questionnaire and sampling design through digital trigger architecture, QA, and data pipelines, generating around two million validated responses a year. I later extended the programme into the mobile app and in-flight entertainment systems to capture feedback closer to the moment of experience. To make unstructured feedback usable at scale, I built an in-house NLP capability for sentiment scoring and theme detection across survey verbatims, contact centre transcripts, and social text, which cut turnaround time by 80% and removed roughly $1M in annual vendor cost. I also led the United Insight Board, an advisory research panel of elite members whose qualitative input shaped decisions on menu launches, gate design, and app experience.

Insight only matters if it changes something. I led the NPS Action Program across seven hubs and ten-plus markets, running weekly root-cause deep-dives and action sprints with Operations, Digital, and Product leaders, which contributed to a ten-point NPS lift over three years. Individual journey work included reimagining the family travel experience, overhauling irregular-operations messaging and compensation logic to lift recovery CSAT by 15 points, transforming the check-in journey, rebuilding the codeshare experience with Star Alliance partner Air Canada, and leading a market turnaround in India that moved NPS from -1 to +27. I also helped launch Agent on Demand, a QR-based virtual support channel, training 2,000-plus frontline representatives across 40-plus stations.

On measurement and ROI, I built driver-importance and coefficient models that quantified what each experience lever was actually worth in NPS and revenue terms, and used them to help VPs and C-suite leaders prioritise more than $500M in customer, digital, and loyalty investment. I built an NPS prediction model used to set performance targets for a $140M frontline incentive programme, and standardised enterprise reporting across 20-plus dashboards on a shared KPI dictionary, so that stations and departments were arguing about actions rather than about numbers.

Culture and adoption were the harder half. I chaired cross-functional CX governance across Operations, Product, Technology, and Digital, ran weekly executive performance reviews, and built frontline programmes including a brand ambassador panel, peer mentor coaching on low-CSAT routes, and cultural training for major international routes.

Before moving into Customer Insights, I spent my early career in analytics, first as a Decision Scientist at Mu Sigma working with Carnival Cruise Line, ExxonMobil, AbbVie, and retail and banking clients, then in analytics and assurance roles at United. That grounding still shapes how I approach CX: I care as much about whether a measurement programme is defensible as whether it is persuasive.

I hold an MBA from HEC Paris with a specialisation in AI, and I'm pursuing CCXP to formalise a practice I largely built in the field. I'm particularly interested in how AI is changing Voice of Customer work, and in the discipline of proving CX value in financial terms.