‍At a Glance

As Head of Customer Support at Dose, an organic wellness supplement company, Mona Khan oversees a 50-member team focused on reducing customer friction throughout the CX journey. Prioritizing judgment, structure, and communication has enabled her to build a work culture that equips her agents to work efficiently and with purpose. Learn how her systematic approach to CX has helped Dose improve overall business operations while cultivating meaningful, lasting relationships with customers.

Who is Mona?

Meet Mona Khan, Head of Customer Support at Dose

About Dose

Dose organic wellness shots combine clinically-researched ingredients to functionally support a healthier body. Dose works directly with a scientific team with decades of experience in naturopathic medicine to ensure each ingredient in our products is at the optimal level of quantity. In fact, one Dose shot for your liver is equivalent to 17 cold-pressed turmeric shots. Dose shots are organic, vegan, gluten and dairy-free, and zero sugar. 

Mona’s CX Journey

"I didn't enter CX because I wanted to build a career around answering tickets," Mona begins. "What really kept me in it was realizing how much business intelligence sits inside customer conversations." Customer support sees the problems within business operations – why a customer is cancelling, shipment issues, subscription and promotion shortcomings – before a dashboard ever explains them. As Head of Customer Support at Dose, an organic wellness supplement company, Mona focuses on using the voice of the customer to identify where the business is creating unnecessary friction, and turning those patterns into practical input for business decisions. "Bringing those insights back to leadership," she finishes, "that shift from service delivery to operating and retention strategy – that's really what my career journey has been so far."

What Excites Mona Most About CX

"CX sits at the intersection of the customer and almost every business function," Mona says. Often, there is more at the root of a simple refund request or cancellation than a customer changing their mind – a pricing problem, a design issue, a product performance issue. "I enjoy finding that underlying pattern," she adds. "The exciting part of CX for me isn't making one customer happy. It's learning from that interaction, so fewer customers experience the same friction they went through."

The CS Team at Dose

Mona leads a CS team of fifty, made up of CS representatives, quality analysts, and team leads. Stressing that size and location – in-office, remote, or offshore – don't guarantee success, Mona prioritizes her team's structure to ensure the model delivers the service coverage the company needs. "If a distributed model is used, the operating system has to be stronger," she says, noting that escalation paths, calibration, queuing, documentation, and communication all must be in place to work consistently and efficiently toward results.

Mona’s Top Challenges as a CS Team Leader

"The hardest challenge I see is balancing speed with judgment when it comes to agents," Mona shares. Optimized response times and ticket closures may look good on a dashboard, but they don't count for much if a fast answer just leads to a repeat contact from the customer. "My job is to help the team understand when a case is routine – and when it needs deeper judgment."

Making sure her team doesn't absorb problems that need to be addressed by other departments – product and fulfillment, marketing, and operations – is also a priority. "Those problems need to travel upstream," she emphasizes. "They cannot sit only within the CS team."

Key Traits Mona Values in a CS Team Member

Mona believes that a strong CS team member must exhibit good judgment, empathy, and communication. Product knowledge is essential in CS, but so is instinct – "I want someone who can read a situation, understand what the customer is actually asking and talking about, and then make a sensible decision without hiding behind scripts, macros, and canned responses," she emphasizes.

Curiosity and ownership are qualities Mona also values. "The strongest agents don't just solve the tickets sitting in their queue," she says. "They notice the patterns and ask why a certain problem keeps repeating."

CX Team Success Factors

Key Data Points Mona Tracks to Improve CX

While response time, resolution time, CSAT, QA, and contact rate all matter, Mona looks beyond standard support metrics. "I want to know why customers are contacting us, and what happens after that interaction," she stresses. From her perspective, repeat contact, reopen rate, cancellation reasons, and skips and delays are the most insightful KPIs.

Looking Ahead: Mona’s Key Priorities for CX at Dose

Thinking about Dose's future, Mona says, "My priorities are to make CX more proactive, more diagnostic, and more closely tied to customer retention." Using customer signals earlier in the life cycle will help prevent avoidable contacts and improve subscription and post-purchase communication.

"I also think AI will be an important layer," she notes, "because I want automation measured on true resolution and workload reduction, rather than how many tickets AI merely touched."

Revenue Generation/AI/Topics of Interest

Mona’s Thoughts on AI in CX

"Silence doesn't always mean satisfaction from the customer side," Mona reminds, noting that customers may not be reaching out because of confusion or frustration. Here, AI can be a valuable tool in proactive CX, helping identify key friction points before they reach the queue or dashboard. With this information, Mona says, "the objective is not to message customers constantly. It is to intervene when the business already has evidence that friction is developing on the customer side."

When Customers Aren’t Reaching Out: Finding Balance

Mona believes that companies should take it as a sign that there are problems in their CX strategy whether customers are reaching out too much or not at all – the objective, she says, is to find the balance between the two. "We always want to try to look at the avoidable questions – things that customers should already know, that the education around should be easy for them to access," she says. There's opportunity in these situations, she adds, which help CX "define how to contact a customer and strategize in terms of connecting with the customer in the long run."

Mona’s Prediction for the Future of CX

In CX, Mona believes "the biggest shift will be from reactive support to predictive operations." AI will play a critical role here, helping identify CX friction points and connect signals across departments while recommending necessary actions and interventions for a company to take.

Mona anticipates that these developments will completely change the criteria for exceptional CX. "The best CX teams will actually spend less time processing repetitive contacts and more time managing expectations, improving systems, and influencing product and retention strategy," she adds.

Mona’s Advice for CX Leaders

Rather than scouring the inbox for insight and knowledge, Mona advises leaders to "learn the business – understand the revenue, retention, LTV, fulfillment, marketing and product subscription, how it all works and the unit economics – well enough to explain why a customer problem matters commercially." Understanding how to separate anecdotes from patterns is also critical in CX leadership. "One loud complaint from a customer does not automatically mean or justify an operational change," she says.

Good judgment on when to implement strategy in CX is equally important. "A strong leader can translate customer feedback into a business case and prioritize what deserves action," she adds.