Why join the customer team at Omnea?

Customer Experience is becoming more critical in the age of AI. As transactional work gets easier, the value shifts. What matters now is trust. Judgement. Knowing what "great" actually looks like and being able to guide customers towards it.

Most companies haven't caught up to that shift. They still treat Customer Experience as a supporting function. Something that provides coverage, manages a book, and keeps things ticking over. On paper, these roles look similar.

But in practice they're rarely stretching work. It rarely builds deep, lasting relationships. It doesn't push you to advise across complex organisations or put you at the centre of meaningful operational transformation. That's the gap.

The Customer team at Omnea is built on a different premise entirely. We're not here to run a checklist or hold hands through a task. We're here to understand how our customers actually operate, help them operate better, and become a trusted partner in how they run their business. We're process experts. We're impact-driven. And we're accountable for outcomes, not activity.That's what makes this role different — and why I think it's one of the most interesting places to build in customer experience right now.

We're solving a problem that actually matters

Most people don't talk about making procurement better. But they should.

Every company, from a 200-person scale-up to a global enterprise, has to buy things in a way that's safe and efficient. But for most of them, that process is painful: slow approvals, missed renewals, fragmented data, and no clear visibility over what's being spent and why. It's a problem that touches finance, legal, security, and operations, and it creates real friction across the entire business.

It's also something most of us have experienced first-hand. Waiting on approvals. Chasing stakeholders. Dealing with unclear processes. It's frustrating at an individual level and expensive at a company level. These inefficiencies don't just slow teams down — they directly impact the bottom line.

That's what makes the customer work here so energising.

When you help a client fix something that's been broken for years — something that was costing them time, money, and goodwill across their organisation — you feel it. There's a direct line between the work you do and the value they experience. That kind of impact is rare.

If you're drawn to customer work because you genuinely care about the people on the other side of the table, you'll find that here in abundance.

This is not a narrow role

Working across the full customer lifecycle, you’ll find yourself in conversations with engineering (shaping product direction), GTM (influencing how we position), and leadership (thinking through how we best serve customers). The role is inherently cross-functional — but more importantly, it sits at the centre of how we make decisions and define who we become.One of the more interesting aspects of the role is that this cross-functional exposure isn't something you have to force.

Because of the nature of our product, you're naturally working across multiple stakeholders — finance, legal, security, operations. Multi-threading, which is often one of the hardest parts of customer roles, happens by default here.

That changes the dynamic entirely. You're not relying on a single champion — you're building real depth across an organisation. And that makes the work both more effective and more interesting.

We're looking for people who are genuinely curious about how a whole business works, and who use that curiosity to drive better outcomes — both for customers and for how we operate internally.

The people who thrive here care deeply about their customers and their craft, and they want to leave a mark on how things are built. Scaling programs, launching tools, shaping pricing, running events — it's a builder's paradise, and you can absorb as much as you want to learn.

If you've ever felt pigeonholed in a previous role, or wanted more ownership and the ability to shape things, this is the kind of environment where you can stretch and grow quickly.

The learning curve is steep (and that’s the point)

Customer Experience in a high-growth company isn't comfortable. You're expected to ramp quickly, take ownership early, and operate with a level of autonomy that would take years to earn elsewhere. That's exactly why it's such an extraordinary place to build a career.

The learning curve here follows a J-curve. The first few months can feel disorienting. You're covering a lot of ground quickly, the product is power, and expectations are high from day one. That dip is real — and it's normal.

But the inflection point comes faster than you'd expect. And when it does, the compounding effect of everything you've absorbed starts to show. The breadth of exposure you get across accounts, industries, stakeholder types, and internal functions compresses the kind of learning that normally takes years into months. It's the kind of experience many people later describe as the best career decision they made.

You develop real judgement about how businesses operate, how procurement decisions get made, and how to guide organisations through meaningful change. Those are skills that compound.

In many ways, it's the best MBA you could get on how companies actually run — and how the best companies are built. And you're doing it alongside a group of people who are both brilliant and deeply supportive, which makes a real difference when the pace is high.

We're at a moment in Omnea's journey where the Customer team is still being shaped. The people joining now will define what great customer experience looks like at this company. That's not a small thing.

Why I keep doing this

This is the fourth customer team I've built from the ground up. Each time I've done it, I've learned something I couldn't have learned anywhere else. I joined Omnea because the problem is massive, because I am inspired by the people I get to work with, and because building in the age of AI means there's so much to figure out together.

But if I'm honest, what also drives me is watching what happens to our people. The ICs who become managers. The people who discover a passion for product, or operations, or GTM, and go build something there.

And our customers too. The procurement or finance leaders who fix something that's been broken for years, drive results, and move up because of it. Seeing someone grow faster than they thought possible never stops motivating me.

That's exactly the kind of environment I want to keep building, and where I want to do the best work I can. If that resonates, come find us.