Why You Need To Center Your Business Around Your Customers

Center Your Business Around Your Customers

Shifting to a customer-centric business model isn’t trendy anymore. It’s survival. When you make your customer the heart of every decision, you unlock three things: loyalty that sticks, revenue that grows, and resilience when markets shift.

The data backs this up. 53% of businesses experience improved customer satisfaction and retention with CRM tools, faster decision-making (58%), streamlined operations (54%), and better collaboration (53%). Those aren’t small numbers.

The Real Shift Happening Right Now

Your customers have changed. They expect the same smooth experience they get from Netflix or Amazon—whether they’re buying from you on mobile, email, or in person. They want you to know them. They want relevant offers, not generic blasts.

Here’s the challenge: most businesses still operate in silos. Marketing uses one system. Sales uses another. Customer service? A third. Meanwhile, your customer is left wondering why nobody remembers what they told you last week. 

Meridian Bank‘s recent advertising campaign captures this perfectly with their positioning: “You’re not a number.” They understand what customers actually crave— to be seen as people, not data points scattered across disconnected systems.

A unified CRM like Salesforce breaks down those walls. It gives every team one source of truth about each customer — treating them as a complete person, not a collection of isolated transactions. That’s the difference between companies trying to serve customers and companies truly centered around them.

What True Personalization Actually Means

Personalization isn’t about using someone’s name in an email. That’s outdated.

Real personalization is this: you anticipate what your customer needs before they ask. You recommend products they’ll actually want. You solve problems before they become frustrations.

This happens at every stage of the customer journey:

  • At the search point, you show up with relevant content they’re actively looking for.
  • During purchase, the process feels frictionless because you understand their preferences.
  • After the sale, you provide proactive support based on how they’re actually using your product.

One platform connecting all this data makes it possible. Without it? You’re flying blind.

Why Data Silos Kill Customer Experience

When teams can’t access the same customer information, friction multiplies. Your sales team doesn’t know what support already told them. Marketing sends irrelevant offers. Service reps repeat conversations. Your customer feels forgotten.

Digital transformation fails most often here — not because the technology is bad, but because the organization stays fragmented. You need a central data warehouse. A single version of the truth. A CRM that actually connects the dots.

This isn’t nice-to-have. It’s foundational.

How We Help: The 5 A's Framework

At A5, we’ve guided hundreds of enterprise organizations through this transformation. We use a proven methodology because we’ve learned that structure matters. Chaos creates failure. Method creates results.

  • Audit – We look at your current systems and pinpoint where the real friction lives.
  • Advise – We show you a clear target state based on what’s working for leaders in your industry.
  • Align – We get everyone — from executives to frontline teams — pointing the same direction.
  • Attain – We implement and migrate your data without disrupting your business.
  • Assist – We stay with you. Training. Optimization. Making sure the investment pays off.

Each step builds on the last. You don’t jump to implementation without alignment. You don’t declare victory after launch without ongoing support. That’s how transformation actually sticks.

A5 Customer-Centric Business Model diagram showing the Customer at the center surrounded by Sales, Marketing, Service, and Product teams.

📘 Get the Blueprint for Transformation


Ready to move from “Renovate” to “Evolve”? Download our comprehensive Transformation Guidebook. Co-authored with Salesforce, this guide offers a step-by-step roadmap to:

  • Define your digital operating model.

  • Align your teams around a single source of truth.

  • Build a “Data Flywheel” that fuels continuous customer success.

Case in Point: Unlocking Growth in Financial Services

A Global Fortune 500 Bank faced a common challenge: despite being a digital trendsetter, their customer data was trapped in silos. Sales, compliance, and marketing teams were disconnected, making it impossible to deliver the seamless, personalized experience their high-tech customers expected.

By partnering with A5 to unify their systems on Salesforce, the bank didn’t just organize their data—they successfully transitioned to a fully customer-centric business model.

The Results Were Immediate:

  • +30% Increase in Marketing ROI.

  • +32% Increase in Lead Volume.

  • +35% Increase in Lead Conversion.

The Outcome: The bank successfully shifted from disconnected interactions to a system where customer experience became seamless, personalized, and strategic across every channel — from voice to social media

Read the Full Success Story: How A5 Helped a Fortune 500 Bank Unlock Growth

The Metrics That Matter

Stop measuring success by transactions. Start measuring by relationships.

  • Customer Lifetime Value (CLV) – This is the north star. How much total revenue will each customer generate over your entire relationship? When you’re truly customer-centric, this number rises.
  • Net Promoter Score (NPS) – Would they recommend you? This tells you if your changes are actually working.
  • Customer Satisfaction (CSAT) – Simple but powerful. According to Salesforce research, 80% of customers say the experience a company provides is just as important as the products and services it sells.

Most organizations see positive ROI within 12 to 18 months, with overall revenue often growing 20% to 30% over three years through better efficiency, deeper loyalty, and smarter upselling.

The GenAI Factor

Generative AI isn’t replacing your team. It’s amplifying what they do.

It handles the mundane work— summarizing support tickets, pulling together customer histories, suggesting next best actions. This frees your people to focus on what matters: real conversations with real customers.

Service teams using AI have cut call handling time by 45% and resolved issues 44% faster, resulting in lower costs and happier customers. When AI handles the administrative overhead, your team gets time back. And time is money.

Customer Service vs. A Customer-Centric Business Model

Service is reactive. Something breaks, you fix it. A complaint comes in, you respond.

A customer-centric business model is proactive. You prevent problems before they happen. You anticipate needs. You make customers feel understood because you actually understand them. One is a department. The other is a comprehensive strategy.

The Path Forward

Centering your business around customers drives three things: business speed, scale, and relevance. Everything else follows.

You don’t need perfection to start. You need alignment. You need one system. You need teams pointing the same direction at the same customer. The organizations winning in 2025 aren’t the ones with the fanciest technology. They’re the ones using their data to serve their customers better than anyone else.

Ready to explore how this works for your organization?

We have codified the strategies used by successful leaders into a step-by-step manual. Download our exclusive guide to learn the 3 Mindsets of digital transformation and the 5 Disciplines required to evolve your customer strategy.

Download the A5 Transformation Guidebook

Frequently Asked Questions (FAQs)

  • What is the core difference between customer service and a customer-centric business model? Customer service is a reactive function that addresses issues after they occur. A customer-centric business model is a proactive strategy that aligns every department (Sales, Marketing, Service, Product) around providing an ideal customer experience to maximize Customer Lifetime Value (CLV).

  • Why is first-party data essential for a customer-centric approach? First-party data (data collected directly from your customers) is the most accurate and valuable data available. It enables true hyper-personalization, allowing your CRM to predict needs and deliver relevant offers, which is the hallmark of a customer-centric business.

  • What is the single biggest roadblock to digital transformation? The biggest roadblock is often data silos and organizational misalignment, where different departments use separate systems. This prevents a single, unified view of the customer. Our “5 A’s” methodology is built to solve this alignment challenge first.

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Satch Patel, Executive Vice President, MD, UK & EMEA

Satch brings 25+yrs of enterprise global solution experience having contributed to the growth of some of the worlds largest marquee software and hardware giants in the industry from Oracle Corporation, Sun Microsystems, Cisco/EMC, to Apttus & Salesforce.
 
Satch has helped many blue chip organisations realise their vision to modernize their systems from the front office to back office revenue operations to meet the demands of today’s radically transforming and digitally-driven business models, having worked with the likes of Linklaters, CliffordChance, Barclays, RELX Group, Microfocus, Novartis, Siemens, PayPal, Vista Equity Group Companies, London Stock Exchange, TPICAP and Princes Trust.
 
With his leadership approach, experience and passion for helping companies drive transformative change, Satch has a deep expertise in many industries, technologies and best practices across the lead to revenue lifecycle and how driving such digital transformation(s) can improve business growth and increase operational efficiencies  as well as preparing businesses for M&A activities.

Brion Schweers, Board Observer

Brion Schweers is a Senior Vice President of Product Management at Salesforce, currently managing the Revenue Cloud Solution Excellence team. During the past 30 years, Brion has assisted enterprises around the world in transforming their business by focusing on their Product-to-Cash processes. Prior to joining Salesforce Brion was VP & GM, CPQ at Apttus, VP, Sales & Success at A5 Consulting, served on the OAUG ConfigSIG Board and spent 15 years at Oracle in various roles related to their CX and CPQ products. Brion is also the executive Sponsor of Vetforce – Carolinas and is actively involved in the Salesforce Military program where he mentors Veterans and their spouses with actionable, personalized career advice.

Joseph Truhe, Board Member

Joseph Truhe has over 20 years of investing experience. Prior to joining Jefferson Capital in 2013 Joseph was a Portfolio Manager with Whitney Bank in New Orleans, Louisiana, where he oversaw the company’s Trust accounts and served as the Energy sector analyst for the Hancock Horizon Funds. Prior to Whitney, Joseph worked as an analyst and member of the investment committee at HFR Asset Management, a multi-billion dollar hedge fund platform in Chicago, Illinois. There, Joseph reviewed and maintained investment discretion over the firm’s Event Driven and Asia-focused hedge fund allocations. He was also responsible for the expansion of the firm’s Asia-focused fund offerings.  Joseph holds a BA in Economics from Yale University.

Steve Swartzman, Board Member

Steve Swartzman is a Principal and co-founder of CPC. Previously, as a co-founder of C3 Capital, he helped originate and manage over 35 investments, including national brands such as American Apparel, Traeger Grills, and Grunt Style. Steve’s chief focus remains consumer brands and e-commerce enablement businesses, and he currently serves on the boards of Grunt Style, Accel Clinical Research, Spoke Custom Products, Warne Scope Mounts, and New World Natural Brands.

Prior to C3, Steve structured and managed subordinated debt investments at KC Venture Group, and he spent 7 years as a Vice President with Citibank in New York, managing client relationships for emerging markets clients and structuring over $1 billion in complex trade financings. He is a past President of the Midwest chapter of the Small Business Investment Alliance, and he serves on the board of the International Center for Music at Park University in Kansas City.

Steve received a MBA from Columbia Business School and an AB in History and Literature from Harvard College.

He resides in Kansas City, where he was raised, with his wife Evelina and two sons, Harrison and Zandy. When he’s not working, his favorite activities are fishing, golfing, and eating.

Charles Scripps, Board Member

Chad has over ten years of experience investing in dynamic, growing businesses in diverse industries and geographies. His private equity experience includes HIG Capital, which has over $12B in capital under management, and AEA Investors, which manages over $3B of invested and committed capital. While at HIG and AEA, Chad led diligence, structuring, and financial analysis of potential and existing investments, and completed transactions in the industrial products and consumer services industries. Chad also has experience investing in the public equity markets, most notably as a Managing Director at Fox Point Capital, a $1B fund seeded by Julian Robertson of Tiger Management. He invested across a number of industries, including industrials, financials, technology, and consumer products, and led Fox Point’s international research. Prior to focusing his career on investing, Chad was a management consultant at McKinsey and Company, solving strategic problems for the world’s leading companies. Chad earned an MBA with Honors in Finance from the Wharton School at the University of Pennsylvania and a BS with Distinction in Chemical Engineering from the University of Wisconsin-Madison.

Lester F. Alexander II, Board Member

Les Alexander is a partner with Jefferson Capital Partners where he provides mezzanine and equity capital for growth and buyout transactions. Mr. Alexander is a member of the firm’s investment committee and serves on the board of directors of several portfolio companies where he is actively involved in strategic planning and corporate governance. Prior to joining Jefferson Capital, he worked at Advantage Capital Partners where he completed several portfolio company investments and served on the investment committee. Before becoming a private equity investor, Mr. Alexander served as president of Ferrara Fire Apparatus, Inc., a leading fire truck and emergency vehicle manufacturer. At Ferrara, he was responsible for managing a workforce of 450 employees producing over 300 vehicles annually for its domestic and international customers. As an investment banker for 15 years with such firms as Howard Weil, Southcoast Capital, and J.C. Bradford & Co., Mr. Alexander completed over 50 public offerings of debt and equity securities, private placements, and merger and acquisition transactions totaling more than $7 billion for public and private companies in a variety of industries. Mr. Alexander is an adjunct professor at Tulane University and Loyola University where he teaches graduate and undergraduate classes in investment banking, private equity & venture capital, advanced financial management, investments, and entrepreneurship. He is also the board president for Benjamin Franklin High School, a public charter school in New Orleans. Mr. Alexander is the former Chairman Finance of the Association for Corporate Growth (ACG) and served on the global Board of Directors. He is a founder of the Louisiana chapter of ACG and was a recipient of the ACG global Meritorious Service Award and the Louisiana chapter’s Outstanding Service Award. Mr. Alexander received his bachelor of science in Commerce from the University of Virginia in 1989 and his MBA from the University of North Carolina in 1993.

Patrick F. Healy, Board Member

Based in Kansas City, Mr. Healy is a co-founder of C3 Capital. He has been an active private equity investor since 1985 and was a co-founder of C3 Holdings in 1994. Prior to this time, he sponsored and structured equity investments in real estate. He gained extensive workout and restructuring experience as chair of the creditor’s committee of a $1 billion bankruptcy and from being called upon to rescue a publicly-traded company from a major fraud. Mr. Healy was a senior tax partner at Mayer Hoffman McCann, a regional CPA firm, for eleven years. He received a Bachelor of Science in Accounting from the University of Kansas.

Chris Waters, VP of Strategic Sales

As Vice President of Strategic Sales, Chris guides and influences all strategic sales activities at A5 , starting in presales activities, successful sales methodology, sales process, and continued revenue generation and expansion opportunities. Furthermore, he will provide oversight in strategic sales function for the company and develop strategic sales plans that will promote growth in sales and customer satisfaction. Chris has proven his commitment to sales leadership and organizational success through field leadership as National Sales Manager at Deluxe Corporation, Field Sales Manager within the Social / Analytics Cloud at Oracle, US Regional Manager for CPQ Major Accounts at Oracle and now as Vice President on Sr. Leadership Team at A5.

Keith Fox, GM Salesforce Canada

Keith Fox is a software and consulting veteran for the past 34 years. Keith started his career at EDS which was followed by 4-year stint offshore in Bermuda. Keith then returned to Canada where he held a number of progressive sales and technical positions with software companies such as Sybase, BEA, and Oracle. After his stint with Oracle, Keith founded Cloudware Connections, a premier Salesforce consulting partner. 11 years down the line, Cloudware was acquired by A5, and Keith joined as GM for Canada.

Tarun Sharma, Vice President Delivery

Tarun Sharma is Vice President Delivery at A5 and is responsible for customer success, project operations, recruitment, resource utilization, and sales operations functions for Oracle practice. As a business and technology leader Tarun helps businesses develop solution strategies to streamline the sales process and improve customer relations to drive revenues, profits, and build brand loyalty. Tarun has led customers through digital transformation journeys. He has commanded strategic and tactical initiatives to shorten sales cycles, increase deal values and productivity, improve brand awareness and help organizations become easier to do business with. He has helped customers modernize their sales enablement tools and present a single source of information to support an omni-channel sales approach. This includes global roll-out for multiple business units included multi-currency and multi-language. Tarun graduated from Texas A&M University with a Master’s degree in Industrial Engineering.

Adam Rosenfield, VP of Salesforce Practice

As Vice President of A5’s consulting practice – Adam is responsible for both strategic alliances with partners and expanded sales growth through the entire portfolio of A5 services. With over 20 years of Sr. level management consulting expertise – Adam has worn multiple hats in his career including practice development, sales, and client advisory. He has sold & delivered countless enterprise transformational initiatives creating a measurable competitive advantage for his customers. In addition to various technical software certifications, Adam holds an undergraduate and master’s degree in Accounting & Information Technology from the University of Texas at Austin and resides in El Paso Texas with his wife and 3 children.

PJ Alfrejd, CFO

As the CFO, PJ is responsible for all things financial at A5. With over 20 years of experience in financial leadership positions, PJ has worn all the hats required of a growing tech business. His extensive knowledge of the consulting industry, experience with M&A, and strength in operational finance is another catalyst to take A5 to the next level in its growth trajectory. PJ is a CPA with a BS in Accounting from the University of Illinois, Urbana-Champaign, and has held various finance leadership positions at Exodus/Savvis (acquired by Centurylink), Neohapsis (acquired by Cisco), and mFoundry (acquired by FIS).

Vinay Kruttiventi, President & CEO / Chairman of the Board

As the CEO of A5, Vinay plays an active role in all aspects of day-to-day business operations. He is also actively involved in establishing a strategy and vision for the company. As a true customer advocate with Salesforce and Oracle product development, Vinay is actively engaged in various industry user/special interest groups. Since founding the company in 2004, Vinay has grown the business into a leading Salesforce, and Oracle partner focused on multi-cloud transformations.

Vinay has successfully implemented and architected CPQ solutions and multi-cloud complex transformation projects for various Fortune 500 companies since 1996. He has a strong authority over industry, process, and technology in Configure-Price-Quote and ERP applications. Vinay graduated from Osmania University with a Bachelor of Engineering degree and JNTU (Jawaharlal Nehru Technical University) with a Master in Technology degree.