2026
Wendy MacDermott serves as Chief Experience Officer at the Department of Social Development, Government of New Brunswick, Canada, where she leads CX transformation efforts aimed at making services simpler, more responsive, and more human. In this Trailblazer series, Wendy reflects on how governments can shift from rigidity to empathy, and why Total Experience, not just Customer Experience, is the next step for public service.
How It All Started
Before joining government, Wendy worked extensively in the community sector, leading collaborative efforts to address complex social challenges. Her journey into customer experience began outside government, rooted in direct collaboration with the very communities she now serves. Through this work, she developed a deep understanding of how government processes are experienced, particularly during moments of crisis.
“I worked closely with individuals who relied on Social Development services, gaining firsthand insight into the struggles they often faced… In many cases, individuals approached Social Development during difficult times, only to find that certain processes inadvertently added to their challenges.”
These insights shaped her conviction that public systems can be rebuilt to serve people more effectively.
“I strongly believe that the current reality does not have to remain as it is. The systems and processes we operate within were created by individuals, and it is within our power to reimagine and rebuild them.”
A key principle driving her leadership is radical simplicity. Wendy applies the KISS principle (Keep It Simple Sweetheart) not just as a design mantra, but as a cultural shift.
“I am a firm advocate of the KISS principle. While this approach may not align with traditional governmental practices, we are actively working to embed this philosophy as part of our organizational culture.”
What Gets in the Way?
Wendy identifies a fundamental tension in government: the instinct to control risk often leads to overly complex, defensive systems.
“Traditional processes such as cumbersome applications, waterfall project management and formal, time-intensive engagement methods aim to safeguard against fraud, protect essential services, and assure citizens of our accountability with tax dollars.However, these rigid procedures have inadvertently created barriers for those most in need, complicating access to critical services.”
Changing this dynamic starts with a mindset shift, from control to co-creation. Her team is building a culture of learning through experimentation and trust.
“We are fostering a learning culture grounded in more agile approaches to service delivery and design. By actively engaging with our staff, clients, and partners, we work collaboratively to develop solutions and processes that are responsive, effective, and focused on delivering meaningful outcomes for the people we serve.”
That shift includes emotional honesty and openness, especially with external collaborators.
“Being honest rather than defensive with our partners is a muscle we need to exercise. The majority want to help, if we would only let them!”
A Vision for the Future of CX
Wendy sees technology as a key enabler but only when it supports a broader vision of integrated, person-centered service delivery.
“Technology has the potential to transform traditionally siloed services into a person-centered approach. This shift enhances accessibility, limits redundancies, and minimizes labor-intensive tasks.”
In the future she envisions, both citizens and staff benefit. Services become more accessible and responsive, and frontline staff are freed to focus on impact:
“Citizens will benefit from multiple options for engaging with government services, while employees will be empowered to focus more on proactive support and crisis prevention rather than being burdened by administrative tasks. Additionally, government agencies will gain the capability to anticipate and address citizen needs through more effective use of analytics and direct feedback.”
Her vision includes the evolution of customer experience into Total Experience (TX), an integrated approach that engages citizens, staff, and partners in shared transformation.
“As we strive to improve the client experience, we also recognize the importance of addressing the experiences of our employees and partners.Contrary to common perception, their needs are often aligned rather than in conflict. By actively engaging citizens, employees, and partners in identifying challenges, generating ideas, and co-designing solutions… we ensure that the resulting outcomes are both impactful and readily embraced.”
Advice for the Next Generation of CX Leaders
Wendy’s first message is practical: stay connected to the people you serve.
“Remain deeply connected to the voice of the customer by engaging directly with the people you serve at least once a week.”
She acknowledges that new CX professionals may encounter resistance, often rooted in legacy mindsets designed to avoid risk.
“It’s important to understand that many public servants have been trained to see rules as a protective mechanism, shielding government and its employees from criticism or scrutiny.… While these approaches may no longer serve us effectively, they were once believed to be essential and it can be difficult for individuals to let go of this “safety blanket.”
Navigating that change, she says, requires both empathy and resolve.
“Change can take time, so navigating this cultural shift with understanding is key. Stay persistent, be patient, and approach your work with kindness and empathy.”
She closes with a reminder that while CX roles may be rare, allies are everywhere.
“There may be few CX specialists within government, but there are countless like-minded individuals who share your vision… Seek them out, foster connections, and champion one another.”
And ultimately, she believes that it’s the community that drives meaningful change.
“Together, you can create a supportive network that amplifies your impact and drives meaningful change.”