The link between how employees are led and how customers experience a business shows up directly in revenue, yet most organizations still manage leadership, employee experience, and customer experience as separate workstreams. Drawing on his experience leading large, complex organizations across defence, technology, and now as CCO at Serco, Peter Behrendt makes the case for treating leadership as the starting point of the customer experience chain, not a parallel track to it. Key learnings: - Why disengaged teams produce disengaged customers - Leadership behaviors that translate directly into frontline service quality - Building one operating model that measures employee and customer outcomes together - Making the EX to CX to revenue case to the C-suite and board - Lessons from high-stakes leadership applied to customer-facing teams For any leader who has watched an engagement survey and an NPS score live in two different decks, this session connects the dots, drawing on Behrendt's experience running large, high-stakes organizations to show what breaks when leadership, EX, and CX are managed in isolation, and what changes when they aren't.