At A Glance

A background in environmental science and a passion for connecting people with food made Meg Christman a strong fit for Vice President of Member Experience at Wild Alaskan Company. She joined the company in 2019 and now leads a fully remote team across the United States. Through her compassionate approach to CX, Meg prioritizes human connection and education, equipping agents to support members not only with orders but also with guidance on how to create lasting memories around wild-caught seafood meals at home.

Who is Meg?

‍Meet Meg Christman, VP of Member Experience at Wild Alaskan Company!

About Wild Alaskan Company

‍The Wild Alaskan Company offers an online direct-to-consumer membership service for premium wild-caught seafood. Through a monthly seafood program, members receive a box of sustainably harvested seafood every month. Wild Alaskan Company sources the highest quality seafood from across Alaska and ships it directly to your home.

Meg’s Customer Experience Journey

‍With a degree in Environmental Science, Meg Christman traces her introduction to customer experience back to her time in the food industry, where she ran an independently owned grocery store in New York City. “For me, the food we eat is connected to every environmental issue of our time,” she explains. “I also love the connection between people and food.”

Her interest in seafood – unique as the largest food category sourced directly from the wild – ultimately drew her to Wild Alaskan Company. In 2019, Meg joined the company to run the Member Experience team.

Meg believes that successful businesses care about the people buying its products. The idea that customer experience serves as a bridge between a company and its customers is what inspires her most. “There’s never a dull moment – you’re constantly solving real problems that have a direct impact,” she says. “I’m not talking into a void. I’m talking to real people, and I love that.”

Wild Alaskan Company’s Sustainable Approach to Logistics

‍Launched in 2017, Wild Alaskan Company operates a direct-to-consumer subscription model for wild-caught seafood. Once caught in Alaska , the seafood is frozen at peak freshness, packaged, and shipped to distribution centers across the U.S. “Our goal is to be within one day ground transit across the country,” Meg explains, emphasizing that prioritizing ground transit over air shipping supports a more sustainable logistics strategy.

The CX Team

‍Meg leads a fully remote team based across the United States. “We’re able to operate across different time zones, which allows people to work within their local schedules,” she explains. The team follows a hierarchical structure that, in addition to Meg, includes managers, team leads, and specialists who work directly in the queue.

Hiring and Training Process at Wild Alaskan Company

‍Asked what she looks for in a candidate, Meg emphasizes "Adaptability, critical thinking, and a genuine interest in helping people. An MX specialist's job is to solve problems all day long. If they get a kick out of it, if they enjoy talking to people, then this is a place they'll do their best work."

Once hired, new team members go through several weeks of onboarding designed specifically for a remote environment. “We want to give them a lot of information and help them understand that they have all the resources at their fingertips,” she explains. Using Slack, they can ask questions and receive guidance from more experienced team members.

Meg’s Top Challenges as CX Leader

‍Meg emphasizes the operational challenges of managing a large, fully remote team. Her focus is on ensuring the right headcount to match workload demands while also creating meaningful opportunities for career growth, development, and coaching. She also notes the challenge of balancing core CX priorities – such as delivering empathy in every customer interaction – with broader business goals, including proactively addressing issues before they escalate. In these moments, she prioritizes ensuring team members have a clear understanding of resolution processes so they can effectively deliver timely solutions.

CX Team Success Factors

Main Customer Support Channels

‍The company’s three main support channels are email, chat, and phone, with phone consistently increasing in percent of contacts each year. “We’re seeing a consumer desire to speak to a real person – people understand they’re more likely to get that with a call,” Meg says.

Customers often reach out with subscription-related questions, including managing their membership, rescheduling orders, and addressing delivery issues. Support conversations also frequently include education about what sets Wild Alaskan Company’s seafood apart from what is found in the average grocery store freezer section. “We’re helping people understand the difference between wild-caught and farmed,” she says, noting that the team also shares information on seafood’s health benefits and best preparation methods.

How Wild Alaskan Company Prepares for Peak Seasons

‍Wild Alaskan Company experiences busy periods year-round, each driven by different seasonal factors. “Every quarter has a different reason to be busy for us with our particular product,” Meg explains. To stay ahead, her team prepares for the upcoming three months by identifying which categories are likely to see increased demand and ensuring agents have the right information and tools to support customers effectively.

The goal is to keep agents well-versed in high-demand products during peak moments, whether that’s supporting customers focused on healthier eating at the start of the year or assisting with gifting and celebratory seafood purchases during the holidays.

AI and Topics of Interest

Meg’s Thoughts on AI in CX

‍ Meg is encouraged by how AI reveals key data points that reflect her team’s performance, giving other departments greater visibility into the value CX brings to the company. “What’s interesting is that AI is bringing the voice of the customer into the fold in other parts of the organization – people are really seeing customer service as a genuine source of information,” she says.

Rather than replacing live representatives, she believes AI should support CX teams by identifying issues and guiding team members toward solutions. “AI could be better at helping customers connect to the right human agent to help with their question,” rather than simply delivering automated responses.

Meg’s Predictions for the Future of CX

‍Asked about the future of CX, Meg emphasizes the need for voice as a channel to improve. “I think voice has to evolve,” she says, noting that AI-driven agents often fail to provide accurate information when customers simply want to reach a human. She believes the opportunity lies in improving how calls are routed: “Someone is going to figure out how to structure the phone tree in a more seamless way – asking better questions to connect people with the information they need.”

As AI continues to reshape CX roles, it is not only automating certain tasks but also creating demand for new, specialized positions and prompting a reevaluation of team structures.  “We’re already seeing more roles emerge in AI conversation engineering,” Meg explains. “With more AI agents, you’re opening the question of what your human agents can be doing – what their day-to-day is going to look like as we keep moving into these new territories.”

Meg’s Advice to Aspiring CX Leaders

‍Understanding that her role is not only to serve customers but also to support her agents, Meg encourages anyone in CX leadership to “be a good listener. Your team is your greatest resource.” She also emphasizes the importance of being open to experimentation and testing ideas proposed by team members. Prioritizing impact over inception, she says, “you don’t even need to agree with the idea – it’s more about letting people do the work, see what comes out of it, and letting them figure out their own ways to improve it.”