Good data doesn’t change anything. Good decisions do.
We moved our client from collecting data to acting on it. And it changed their business.
Our client is one of the biggest names in vehicle rental, moving millions of customers a year across airports and cities worldwide. But at that scale, turning customer feedback into consistent action across a global operation is harder than it sounds.
We helped our client stop treating CX as something to report on—and start treating it as something to run the business by.
We turned listening into a competitive advantage.
NPS climbed. Customers came back more often. Problem rates dropped.
And our work earned our client and Walker an award at the 2026 Qualtrics X4 Summit—recognition for a program built to keep evolving, not just to hit a number.
The data was there.
The connections weren’t.
Our client was running on disconnected systems—point-of-sale, CRM and more—stitched together by hand, with no shared architecture behind any of it. The platform meant to make sense of it all couldn't keep up either: rigid, unreliable, resistant to the kind of insight our client actually needed.
CX teams could see problems forming. Operations couldn't see them until they'd already hit a customer.
Our client stopped measuring CX. And started running on it.
Point of sale (Stripe, Verifone) at corporate. Independently sourced systems at every franchise. Vehicle rentals, in-person and digital. Customer relationships (Salesforce). Vehicle sales (Advent). Walker drove a strategy that unified all of it into Databricks.
From there, real-time customer surveys started firing—capturing transactional feedback and feeding richer analysis back into the foundation.
Walker then extended that view from an initial rollout to every business line—reaching our client's full global network.
Problems are easier to see—and solve. Promoters are more likely to return.
And our client is just getting started.
Greater visibility surfaced something new: reservation gaps mistaken for no-shows. Leadership assumed cheaper rates or changed plans were behind it. Customers said otherwise—the real issue was vehicle availability, discovered only at pickup. Availability was the constraint. And that wasn’t discoverable without this work.
Leadership didn't wait for a revenue model to greenlight the work. Once the pattern was visible, the mandate was simple: go fix it.
Customers who once fell through the cracks—mistaken no-shows, missed signals—are being caught and won back before they walk away for good. Promoters are now more likely to rent our client again. Problem rates are down. And NPS keeps climbing year over year.
We built more than a connected data layer. It's a foundation—one already sparking what's next, like a queryable AI agent putting customer insight in every team's hands.
Problem rate -10 points by the end of 2025
Promoters +20% more likely to rent with with this company again
Increase in NPS year-over-year
Don’t take our word for it.
"We weren’t arguing about whether the data was right. We could see the issue clearly, and that allowed us to move."
Here's a few key players.
See more of our work.
