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Why did the marketplace bet on experimentation in 2025? The leadership team framed growth as a learning problem. The marketplace served two asymmetric customer groups,

Why causal impact matters for CX and service leaders? Executives run programs to change behavior. Programs only create value if they cause a change that

Why audit an experiment backlog in the first place? Leaders run experiments to reduce uncertainty, but backlogs often swell with ambiguous ideas, weak hypotheses, and

Why test governance matters to CX and service leaders Executives face a quality paradox. Teams ship faster, but customer expectations rise faster still. Test governance

Why experimentation programs now move the performance needle Executives face volatile demand, shifting preferences, and finite capital. An experimentation program turns uncertainty into measured learning