When I revisited the results from our recent customer feedback survey (published a couple of months ago), I was genuinely surprised. Our customer NPS (Net Promoter Score) has been consistently above 90 for years – but 96 is a new record high.
Our customer Net Promoter Score (NPS) is 96!
This incredible result is based on 96 customer feedback responses collected between May–August 2025, with an average rating of 9.8/10 to the question: “How likely are you to recommend this consultant for similar assignments?”
For anyone less familiar with NPS: NPS measures customer loyalty and satisfaction. The scale runs from -100 to +100. Anything above 0 is good, 50+ is excellent, and 70+ is considered world-class.
So, a score of 96 is truly exceptional – and a number that makes me incredibly proud.
Giving Credit Where It’s Due
Our consultants deserve the biggest thanks. Their talent, professionalism, and expertise are what our customers experience every day. They carry the most important role in every outcome we celebrate.
At Teamit, we are a community of seasoned consultants. We only hire experienced professionals, and we genuinely value the skills and experience they bring. Our customers feel that in their daily collaboration with us.
But as Head of People and Culture, I also see how our way of leading and supporting our people plays a role in making results like this possible. Even seasoned, battle-tested consultants benefit from encouragement and support from their leaders. As leaders, our most important task is to support our consultants: remove obstacles and create the conditions for them to thrive.
Here are three principles that guide how we lead at Teamit – and why I believe they help create customer experiences that stand out.
1. Work Should Feel Good
At Teamit, we see people as individuals, not “resources.” We have intentionally flat hierarchies and focus on ensuring everyone feels heard and valued.
Employee experience is extremely important to us. We want everyone at Teamit to feel good at work and to be satisfied with their job. We pay fair salaries, nurture our sense of community, and organize regular get-togethers for our people. When people enjoy coming to work, it shows. Joy at work leads to motivation, energy, and resilience – and customers notice the difference when someone is genuinely happy and engaged in what they do.
2. Things Must Be Simple – and Done Right
We believe work should be as frictionless as possible. When something breaks, we fix it quickly. If a consultant needs a new laptop, they choose the one that works for them, and we order it immediately. One of our consultants even told us in a survey that such a simple IT order process feels “almost like an employee benefit.”
This principle is crucial in our internal processes, such as the IT order process – and equally important in customer-facing processes like invoicing. Simplicity also means getting things right, especially in critical areas like invoicing. We often hear from customers that we’re easy to work with and that things “just work” with us. That’s exactly the feeling we want to create.
3. Continuous Improvement
Our CEO Jussi Heikkilä often says: “Everything can be challenged.” And we mean it. We welcome new ideas, we listen to feedback, and we see constructive criticism as a way to get better.
This mindset means we never settle for “good enough.” We stay curious, keep experimenting, and continually refine how we work.
Because we encourage Teamit employees to constantly think about how to improve things, they bring this mindset to customer projects as well. Our consultants are not afraid to speak up, share their own ideas, and take a consultative, business-driven approach – not just focusing on technical solutions but also on what truly drives business outcomes for our customers.
Our customer feedback frequently highlights this: clients appreciate our consultants’ business-oriented mindset, their sense of ownership, their willingness to take responsibility, and their drive to make things better – every single day. We also collect customer feedback regularly, twice a year. These results are reviewed with each consultant during their competence discussions, where we reflect together on their professional growth and career aspirations. This cycle helps us turn feedback into action, benefiting both our people and our customers.
Closing Thoughts
A world-class NPS isn’t just a number. It’s a reflection of our people, our culture, and the way we lead. I’m proud of the trust our customers place in us, grateful to our consultants who make that possible, and inspired to keep building a company where people love to work. Because when we get that right, everything else follows.
