🔸 Are You Stuck Here? 🔸
You have a good product, yet growth has slowed, adoption feels unpredictable, and the team is working harder without seeing the same results. The more tools and meetings you add, the more progress seems to stall between idea and delivery. It is frustrating to watch promising ideas lose momentum before they reach the customer.

🔸 There Is a Better Way 🔸
Most teams try to fix these symptoms with more process. What actually needs repair is the holistic product experience. I believe growth-stage companies win when they build experiences that work for customers and the business. That is the work of Product Experience Architecture. I help teams shorten the time from idea to validated impact by crafting products customers love and businesses trust.

🔸 My 3 Step Plan for Your Success 🔸
Through the PX360 Builder Advantage, I help growth-stage teams turn product development complexity into clarity, connection, and measurable results.
1️⃣ Diagnose Friction: We uncover where poor product experience (external and internal) is negatively impacting flow so teams can move with purpose.
2️⃣ Align the Builders: We connect product management, design, and engineering to buyer and user goals and outcomes.
3️⃣ Accelerate Impact: We shorten the idea-to-impact cycle and translate product work into adoption and growth.

🔸 Proof This Works 🔸
I have used this framework with HealthTech, FinTech, and EdTech leaders to replace stalled launches with real momentum. Many see adoption gains within 60 to 90 days. My background in product strategy and delivery taught me that when clarity leads, impact follows. Because this work is deep and collaborative, I partner with a limited number of companies each quarter who are ready to build differently, not just faster.

🔸 Your Next Step Is Clear 🔸
If you want to leverage product experience to drive customer and business outcomes, let’s talk. I offer a 30-minute Product Experience Clarity Session to pinpoint where friction hides between idea and impact. This is a working session, not a sales call. You will leave with clear insights whether we work together or not.

➥ Book your session: https://cal.com/natemjones/clarity-session

Nate Jones

Thomas Edison reminds us, “Vision without execution is hallucination.”
The opposite is true as well.

Crafting product experiences that hold up when users, buyers, and boards look closely | Product Experience Architect | HealthTech • FinTech • EdTech | Fractional & Advisory

Recently, I had the opportunity to get meta about how I operate in a fun conversation with Karina Mikhli. There's always something to learn by having to explain your nuanced, battle-hardened, sometimes silly processes and systems to others.

Founder, Fractionals United® | Global community for current and aspiring fractional leaders | Async First

Nate Jones is a regular during my Monthly Choose Your Own Reading Adventure book club at Fractionals United®, so I know he's an avid reader and super structured with his time. I was thrilled to finally have a chance to discuss how he handles being productive while juggling clients and life—and I picked up a useful tip or two!

Thank you for the lovely chat, Nate!

I chatted with Nate Jones, a fractional product, UX, and technology leader and FrUn community member, about how he stays productive across multiple cl

Open article: Fractional Productivity with Nate Jones by Karina Mikhli • 3 min read

Onboard

Director of Support

Spark Networks

I was responsible for the North American based support for multiple online service brands. My teams handle contacts in multiple channels (phone, email, chat). My key responsibilities include hiring, training, operational performance, and management of front line staff. During my tenure, my team has won a place in the top 3 of Newsweek's 'America's Best Customer Service' list in the Online Dating category for two consecutive years as well as improved our overall CSAT by over 10% through the improvement of our call center reporting and revamping our entire quality assessment process.

Call Center Manager

ClearSource

I was responsible for the operational performance of multiple call centers supporting multiple clients in a BPO environment. Key responsibilities include training, operational performance, and management of front line staff and support staff for multiple different accounts and clients. I reviewed call center statistics, workforce planning, and client metrics to develop processes and plans to ensure improved and sustained performance.  I also provided strategic and tactical direction for management and call center employees to ensure operational expertise and optimal financial performance. During my tenure, my teams achieved consistent performance on customer KPI metrics and internal P&L profitability.

Director of Customer Service Operations

Teleperformance

I was responsible for the overall relationship of a multi-million dollar client. In this role, I supported organizational growth by providing strategic client direction, building new relationships and maintaining existing client relationships. I was also responsible to ensure that client projects were implemented and performed as required by the contract and schedule across multiple call centers. I also planned, developed and managed client projects – sometimes several at once. I was the primary point of contact for all communication with the client and the company and key stakeholders. This included preparing and delivering weekly, monthly, and quarterly business reviews and issue resolution. The largest part of my responsibility was managing the financial performance of the client. This included detailed workforce management analysis and planning to create short term and long term budgets; managing financial performance for the project and each of the associated centers, and projecting financial impact based on performance and changes to the business.

Client Services Director

I was responsible for the operational performance of multiple call centers supporting multiple clients in a BPO environment.  My primary responsibility was the operational and financial performance of the site or call center I was assigned to. My daily responsibilities include training, general operations, and management of over 1,100 front line staff and support staff for multiple different accounts and clients.  I reviewed call center statistics, workforce planning, and client metrics to develop processes and plans to ensure improved and sustained performance.  I would also provide strategic and tactical direction for management and call center employees to ensure operational expertise and optimal financial performance. I achieved the largest year over year ESAT improvements in company history. During my tenure, I also consistently achieved high levels of performance on customer KPI metrics and internal P&L profitability.

First Advantage

Responsible for operation of the Western Region facility.  Key responsibilities included managing the migration of accounts to their geographic area of responsibility and subsequently manage the reduction of the associated operating costs.  Additional responsibilities included day-to-day management of the operations and continuous process improvement.

Senior Operations Manager

ACS, a Xerox Company

Responsible for operational metrics and new program implementation for a 100 person Small Business Unit (SBU) in an outsource environment.  Launched the electronic disbursement support project for State Government using a debit card system for child support payments.   Also responsible for process improvement and development of escalation processes and teams.  Heavy interaction with internal support groups and the client.

Operations Manager

iBAHN

Responsible for the financial and operational performance of the customer service and support operation.  Support teams included  a Tier 1 outsource team of over 70 agents and an internal Tier 2 support team of 20 agents.  Teams supported over 200,000 worldwide high-speed Internet connections installed in over 500 hotels.  Reduced system support and customer service operating cost by 20% during tenure.

Customer Support Manager

Packard Bell NEC

Responsible for over $2 million in monthly revenue and an annual budget in excess of $5 million. Management of 150 technical and customer service agents. Developed Packard Bell NEC’s Workforce Management Center from concept to a fully functional organization within three months. Responsible for routing over 200,000 calls per week to five call centers located in five different states. Coordinated and scheduled over 1,500 technical support agents. Provided detailed weekly call reporting for all call related activity. Project management for two concurrent technical outsource providers, ensuring service agreement adherence.

Senior Manager

United States Army

Software troubleshooting and repair of the ULLS (Unit Level Logistics System) program.  This support was provided for the entire post and assigned training units. Hardware troubleshooting and repair of the TACCS (Tactical Army Combat Computer System). Zero TACCS down time during tenure at Ft. Irwin, CA.

Tactical Army Combat Computer Repairer

I am a contact center professional with over 20 years of experience in the contact and call center industry. My specific experience includes operational and account management of technical support, customer service, customer success, customer support, and customer sales and retention teams across multiple industry verticals and in BPO and insourced environments. I believe in leading with empathy to better understand my customers, my employees, and my teammates. My goal is to leverage my skills and experience to improve the performance and profitability of my company.

My specialties include Multi-site Contact Center Operations, Contact Center Technologies, Change Management, Business Development, P&L Performance, New Facility Launch, Process Improvement, Workforce Management, Customer Success, and Client Account Management.

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