Silvia Montero Collado is an executive advisor on customer experience and the founder of Customera. Twenty years inside the work, not beside it: Global Head of Client Experience at Xerox across 148 countries, then CX program lead for a new product category at HP, and now the person an executive calls when the score has stopped meaning anything to the board.
Before Customera, she spent five and a half years as Global Head of Client Experience at Xerox, building and running CX governance across 148 countries. Before that, she led CX for HP's 3D printing division, designing the customer infrastructure for a product category that did not yet exist. Both roles asked the same thing: build a function that actually runs, without a clean starting point, an unlimited budget, or a stable structure underneath. That is the only kind of experience that transfers to a company trying to scale the work for the first time.
The work has crossed retail and commercial banking, B2B software, telecommunications, energy and utilities, consumer services, and healthcare. It has been done in English and Spanish, on three continents, with steering committees in one capital and operations in another. The role's problems repeat across all of it, which is why the writing should travel. She holds an MIT Professional Certificate in Leadership and Innovation.
The H.E.A.R.T. method came out of that work, not out of a research deck. It is the pattern that consistently separated CX programs that compounded from ones that stalled. Time to Grow is the room where she now defines that thinking in public: not for the consultants who run it sideways, but for the senior executives who carry it. The chief customer officer in her first ninety days. The head of service operations defending a program to a sceptical CFO. The managing director who has just inherited the customer file and is trying to understand what it is for.
The library is free. The advisory practice is not. The two are kept distinct on purpose: nothing here is gated, nothing converts, nothing chases. The reader who arrives by search and leaves having read a single essay has been served exactly as well as the one who returns every month for two years. When the writing resonates and you are carrying the work itself, the door to the advisory room is on the other side.
The practice writes, advises, and operates in three connected rooms. They share an editorial spine and a single name. Each opens onto a different conversation.
The thinker's room. Free, generous, slow. Essays and frameworks on customer experience for the senior executive. One letter a month. Two thousand readers, mostly senior.
timetogrow.com →Executive advisory on customer experience and service operations, by referral. Two engagements at a time. Where the work meets the boardroom.
silviamonterocollado.com →A paid hub of operational frameworks for CX practitioners, funnelling toward the customera sprint diagnostic. Tighter audience, sharper register. Where the work meets the desk.
customera.cx →