Great brands don’t just react to customer expectations. They anticipate them. In today’s competitive landscape, companies that win loyalty are the ones that consistently deliver a predictable positive experience. That’s especially true in the airline industry, where every touchpoint, from booking a trip to baggage claim, can shape how passengers feel. That’s why American Airlines’ latest move to elevate the customer/passenger experience is such an important endeavor.

American Airlines recently announced the formation of its Customer Experience Advisory Board, led by AA’s chief customer officer, Heather Garboden. CX is now in the C-suite, with a new board that includes leaders from prominent brands such as Disney, Four Seasons, Marriott, Walmart and others. These are brands that have a reputation for knowing how to design and meet customer expectations. Bringing in CX perspectives from other brands outside the airline industry is a smart and progressive move by American. When companies look outside their industry to learn how to create the best customer experience, they are moving from a goal of being best-in-class to achieving world-class status.

I’ve been a member of the AA frequent flier and loyalty programs since the 1980s and currently hold its highest-tier recognition for top customers. Having flown millions of miles to destinations throughout the world to speak at business conferences gives me firsthand experience of the good, the bad and the ugly of airline travel (all airlines).

Many factors affect air travel, and some issues are outside the airline’s control. But, that doesn’t mean they can’t take action to mitigate any damage to their relationship with a passenger. These efforts can allow the airline to shine.

And then there are the on-ground and in-flight experiences. Everything from making a reservation, checking in for the flight, checking bags, boarding, being taken care of on the flight, retrieving luggage and any other “touch point” is an opportunity to prove the passenger made the right choice.

This is where an advisory board made up of experts outside the airline industry, such as the team American Airlines has assembled, can identify ways to enhance the traditional experience that the airline may not have considered.

“We want to do right by our customers and a critical piece of that requires gathering as much data and insights as possible—from those who fly with us, those who don’t and those who have spent their lives honing their expertise in the field of customer experience,” said Garboden. “We’ve already learned so much from our new board members and are eager to put some of their suggestions and best practices into place, understanding that the needs of our customers are at the center of everything we do as an airline.”

Why This Matters (Even if You’re Not in the Airline Industry)

Customer service is not a department. CX is more than an initiative. It must be baked into the culture of a company, from the front line to the C-suite, and into the digital tools customers and employees use. What American Airlines is doing by forming this board is what every customer-centric organization should be doing:

Listening to experts outside of the company.

Learning how other iconic brands create operational excellence and amazing customer experiences.

Understanding better ways to use CX to gain a competitive advantage.

The airline industry is complex. Safety is the highest priority. On-time performance creates confidence, and a lack of it destroys confidence. The way employees treat passengers either bonds them to the airline or gives them a reason to try the competition on their next trip. It takes a combination of operational excellence and first-class service/experience to drive repeat business.

What I Hope the Board Considers

Based on my experiences working with hundreds of companies across different industries, I hope the CX advisory board focuses on at least three areas:

Personalization at Scale: When done right, digital tools can make experiences feel more connected—and even more human. Leveraging AI and data is an opportunity to not just automate, but also anticipate. Reduce Friction and Create Convenience: Customers may not notice when things go right, but they remember every time something goes wrong or is confusing. Look at every touchpoint passengers have and determine if it can be made easier. Here is where operational efficiency intersects with customer experience. Train and Empower the Front Line: Employees on the phone (contact center), at the airport and on the plane are brand ambassadors. Charge them with the responsibility of delivering an experience that bulletproofs them from the competition.

Final Thoughts

I’ve flown American Airlines for decades, and selfishly, I want the best experience possible. It’s easy to create a great experience when things go well. But sometimes, the best experiences happen when things aren’t going so well. In other words:

A Predictable and Consistent Experience: Consistency creates confidence, and there is no chance for loyalty without confidence. Moments that Matter: These moments are created when friction or problems arise (such as cancelled flights or lost luggage). I refer to these as Moments of Misery™, but a good system and empowered employees can turn misery into magic.

The American Airlines Customer Experience Advisory Board will help identify areas for improvement. This is a bold step that will elevate their customer experience. From the moment a customer decides to take a trip on American Airlines until they pick up their luggage at the baggage carousel, the goal is to create an experience that gets customers to say, “I’ll be back!”