Who makes the ideal Chief Customer Officer?

[Part 2 of a series on the Chief Customer Officer]

Recently, I caught up with Tim Story, who when we first met was Senior Vice President of Customer Relations (a.k.a. Chief Customer Officer) of Saratoga Technologies, a five-star customer service provider in Tennessee and Virginia.

Tim has started four (count ‘em, four!) companies: two in IT, one each in marketing and the Internet. He is the classic entrepreneur, a top-level generalist. So I asked Tim to give me some insight into the world of the Chief Customer Officer (CCO). Here is part of what he told me.

Ted: The idea of a CCO might be new to my readers. Tell us a little about yourself – your background, your strengths, how you operate.

Tim: What I really enjoy is a bit of sales, marketing and customer service combined. I'm all about building relationships and becoming a trusted adviser. I enjoy actually solving customers’ problems. It’s key that the CCO have the authority to do that; part of the CCO job is to always keep in mind that the company must remain profitable overall. I enjoy being "the face" of a company (not necessarily the boss, or owner) and can pull that off pretty well, whether engaging a crowd or conversing one-on-one. I like being the 'go to’ guy with any questions internally or externally. Not that I necessarily always know the answers, but I make it a point to be known to always get the answers. Some of my friends and colleagues have said I have a "P.T. Barnum-esque" personality and profile.

Ted: While I know you to be highly successful at what you do, it can’t always be easy for you. What are some challenges you’ve faced as Chief Customer Officer – no matter your official title?

Tim: One problem is that some companies don't always seem to get the concept of a C-level customer champion and all-around problem solver. My background is a bit scattered as well, which is not always valued by the entire management team. I've been successful, sure, but my background sometimes makes me look "scattered" or "not expert" in a certain field. I can relate, sell, market (and be creative), manage, lead, understand operations and financials; everything a real leader needs to be effective.

At times, though, I have been pigeon-holed into one area to do just part of what I enjoy. That makes it really hard, when I know I can help out in other areas but my peers think “that's not my job." If the CEO buys that line of thought, I’m not able to do the job I am supposed to.

Tim had one such issue recently that I’ll share in an upcoming post. Spoiler alert: don’t squander talent like Tim’s by keeping the chain too tight. When you’ve got a winner, let him loose to win for your team.