Making The Customer Experience Exemplary With Jeffrey Victor

Customers are, without doubt, the center of every business. Thus, giving people true customer experience shows your dedication to scale your ventures. Today, Ben Baker talks to Jeffrey Victor of Luminary Learning Company about the importance of customer service in all aspects of your buhttp://www.linkedin.com/in/jeffreyvictorsiness. Going back to his humble beginnings, Jeffrey shares how he managed to move his way up the ladder from being an actor, a concierge, and eventually owning his own company. Keep in mind, it is critical to spend on training your staff how to value their positions as front liners – those who put interactions above transactions. After all, creating the most incredible experience for our customers is what keeps our business thriving.

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Your Brand Marketing · Making The Customer Experience Exemplary With Jeffrey Victor

Making The Customer Experience Exemplary With Jeffrey Victor

I’m going local. We’re going to a local buddy of mine, Jeffrey Victor of LLC, Luminary Learning Company. He is all about customer experience, so let’s get into this. Jeffrey, welcome to the show.

It’s nice to be here. Thanks for having me.

We haven’t been having conversations for years. You and I met through BNI a few years ago, Business Network International. We’re going to have Ivan Misner on the show, the Head of BNI. I am so excited about the fact that we’re going to have you on the show. We’re going to talk about customer experience because it’s something that most businesses pay enormous lip service to, but don’t get into the nuts and bolts and make it happen. I want to talk to you about where did you come from? Where are you now? Where are you going? Let’s start with the life and times of Jeffrey Victor.

One thing that I want to point out right away is that I appreciate you supporting a local business. This business has been founded right here in beautiful British Columbia out of Vancouver. I appreciate our conversation, our friendship and being here. Thank you for supporting local.

This is the best-dressed man you’re ever going to know. This guy has got more suits in his closet than the next three people combined. He always makes me feel underdressed wherever he is. The man knows how to dress sharply.

You of all people, I appreciate that because you know what it’s all about and your brand. That is one of the things that’s become my thing. When I go out to networking events or meetings and whatnot, that’s one of the first things people notice right away is my attire, which is fantastic. It’s a great way to start or spark up a conversation because people right away say to me, “You’re the best-dressed person here.” In Vancouver, everyone’s wearing sweatpants and Lululemon to networking events.

What you’re saying is that the bar is not that high? Is that what you’re trying to tell me?

I always like to wear the pocket square to match.

You’ve got to have the tie and the pocket square to match. It’s an important thing. One of these days, you’re going to get me back into my suits and ties.

I always have to ask clients too like, “This is Vancouver. Every company has their different dress code. I want to make sure that I’m not overdressing or underdressing.” It’s one of the first questions I usually ask when I’m going to come in. If I show up to a young tech starter upper in my suit and pocket square, that could set a tone that I don’t want to set. It’s something that I’m always asking right away. How do you people dress?

I’ll tell this story and this is going back years ago. I’m on the golf course and I had forgotten to turn off my phone. It’s my fault. Somebody slapped my wrist and my phone rings about the seventh hole and it’s one of my top clients. I was like, “Sorry, guys, I’ve got to take this thing.” I answered the phone, “Bob, how are you doing?” He says, “Where are you?” I said, “Do you really want to know?” He says, “You’re on the golf course, aren’t you?” I said, “Yeah.” He says, “How quickly can you be here?” I said, “What’s going on?” He says, “I can’t tell you. How quickly can you be here?”

I said, “I can finish at 9:00, go home, shower and change. I could probably meet you in the office in 2 or 3 hours.” He says, “Forget about it. Drop the bag, get in your car and get here. I’ll pay for the round. I don’t care.” I show up. I hadn’t shaved in two days. I’m wearing a pair of golf shirt and shorts. I was wearing flip flops because all I had with me was either flip flops or my golf spikes. I didn’t think I wanted to wear my spikes into his office. I get there and the entire board room is full of people. We fixed the crisis.

We take care of it. We take care of the customer. A couple of days later, I called him up and said, “I was embarrassed. Everybody else there was properly dressed and I’m sitting there. I hadn’t shaved. My hair is a mess. I got a ball cap on. I’m sitting there in golf attire.” He says, “I needed you right then and there. I need you to help me take care of a problem. I could care less what you look like. Do you ever see me in a suit and tie?” That was the last time I wore a suit and tie in Vancouver on a regular basis.

It’s an awesome story. I get it. I can relate to it.

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It’s taking care of the customer. Let’s get into this because that’s what you’re all about is taking care of the customer. Where did you come from and how did LLC get started?

When I look back at my origins, I’m very proud of being from Cleveland, Ohio. I know nobody’s perfect. Believe me, I’ve heard all the jokes. The mistake by the lake, everyone always brings up Drew Carey and LeBron James. I get it. It’s an amazing city and amazing people. I’m so proud of my roots from there. When in high school, my dad was fantastic for me. One of the first things he did when I turned the right age to get a job, he said, “You’re going out and get into a job. That’s what people do.” I got a job at a movie theater. I became the ticket taker, the popcorn guy, all these different things. Right away, I started to enter this world of customer service and customer experience as a sixteen-year-old kid.

It was through popcorn and Twizzlers, but it was a start. As I gravitated through my career and what I wanted to do, I always go back to my roots. We started right there in the movie theater. I moved to New York City when I was eighteen-years-old and ended up going to an acting and musical conservatory there. For the next 13 to 14 years, I dedicated my life and my professional life to being an artist and performing in Broadway musicals, in and outside of New York City. I got a chance to travel all over the world doing Broadway musicals. I know we’ve connected a little bit on that in the past. I’m not going to sing for you, only if you ask me to. That can be one of the bonus takes.

In and around my shows, you’ve got to pay your rent sometimes in New York and a show will open and a show will close. A lot of organizations, especially customer-focused ones like to hire performers and actors. We’re outgoing. We can speak and engage well. We’re comfortable in front of a crowd. We can handle conflict in improvisation and go with the flow. Those are skills that I developed in acting school that now I’m very much using in my profession. My first job in New York City when I was not performing was with Disney. It was with the Lion King that had opened up on Broadway. I was immersed into the Disney customer service world. When I look back, that training and that foundation changed my life.

I was being trained and mentored by some of the greatest customer service people in the industry in the world. I’m so fortunate to have had my roots come from that experience. I met a Canadian girl and ended up after thirteen years of living in New York City and living that actor lifestyle. Meeting her changed it all and I was ready to hang up my tap shoes because I had checked all that lifestyle off the bucket list and achieved so many things that I ever could only have dreamt of. I ended up moving to Vancouver, British Columbia. She was from here and immigrated here in 2008. The first position that I found here in Canada was in the luxury hotel world. I started out as a concierge, which I absolutely loved. It was so fantastic. I was being trained by amazing people, great mentors, wonderful trainers and excellent hoteliers and immerse myself for the next ten years in the luxury hotel world.

In the hotel world, you can climb up the ranks pretty fast. If you’ve got passion, if you’re coachable, if you believe in the organization, the brand and the values, you can move around quite fast. They welcome people like that and they can groom fantastic leaders out of that. Luckily, I had people that recognize all that in me. I had a chance to move in and around the hotel world in many different positions, ultimately ending up in training and development. That’s where I found my true passion at this stage of my life and at this stage of my career.

It was an a-ha awakening moment for me. I started working in hotels as a training and development manager and worked within certain brands and joined a pre-opening team, which was a phenomenal experience. Ultimately, I had many people, many mentors and people like yourself saying, “Jeffrey, you should start thinking about flying your own flag and doing your own thing.” It wasn’t on my radar. I was so comfortable. I loved the hotel industry. I loved what we were doing. Slowly but surely that whisper started to get louder and louder. I started to see what I could bring to organizations that are not hotels.

Hotels are one of my main passions and I absolutely adore it, but I started to see the world from a consumer buying a car, going out to dinner and buying a house for the first time. I was seeing myself as the customer and seeing like this interaction could be so much better if the person had a little bit more of this or a little bit more of empathy or a little bit more of understanding of what it’s like to apologize when a mistake happens. My wife was my biggest supporter. She was like, “Jeffrey, this company needs you. We’re buying a car right now and there have been a couple of hiccups. They could use some of your expertise and some of your tips and knowledge.” I was like, “That could be something.” Ultimately, in a series of events that occurred, I saw the light. I was like, “This is it. I’m ready to do this.” There is a niche for what I want to do and what I want to achieve. In my style of training and development, I’m ready to do this. The idea had been workshopping in my mind for several years. Finally, all the skies opened up and Luminary Learning Company was established in July of 2019.

It’s a culmination of things. We are a culmination of our experiences. We are a culmination of the things that have brought us to a certain point in time. How I started my company, how you started your company, and how many people started their companies. There are a series of experiences that have brought you there that have given you the learning tools, the relationship and some of the challenges. It’s given you that a-ha moment that sit there go, “There could be more. There could be something here where I can help people. I can make other people’s lives better. These are the people that I can help. This is how I can help them and this is how I can make their lives better.” It’s a scary moment and an exhilarating moment at the same time starting your own company.

I’m also going to challenge you to touch on that only because I almost didn’t know what to be afraid of.

There is that too. We don’t know what we don’t know. Every entrepreneur has that exactly.

When I moved to New York, I didn’t know what to be afraid of. I took the plunge and did it. Moving to Canada and not knowing too many people. When I look back at my life, I say this all the time to people that are about to take a leap or a plunge into something or take a risk. Personally, when I look back at the biggest plunges and leaps, I’ve made in my life, those have turned out to be the greatest and most incredible experiences of my life like the big leaps, the ones that are risky, challenging or scary. When I look back, those are the ones that brought me so much joy, learning and struggle. I just took the plunge. I didn’t even necessarily know what I didn’t know, which made it easier to do it.

We all have to sit there and say, “It’s not going to be perfect.” There is no perfect launch. There is no perfect inception of a business. We don’t know everything at the start. We can’t know everything at the start, but you have to be able to jump across that chasm. You have to sit there and say, “I can do this. Here’s the best knowledge I have. Here’s a good place to start the rest of it. I have faith that I’ll figure it out or I’ll find people along the way that will help me figure this out.” It’s an amazing thing.

I couldn’t not do it. This is my calling. This is what I am supposed to be doing. It started as a whisper and it got louder and louder. I ultimately said, “I cannot not do this now.” There are many people that could benefit from working alongside me and I could benefit from working alongside them. This is my calling. This is what I’m supposed to do so I couldn’t not do it.

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Let’s get back into customer experience and customer service because the story I love to tell is I learned how to hire salespeople because I started off in fine dining. I was a waiter. First of all, anybody who’s worked in fine dining, you start off as a busboy. You become an apprentice waiter, then you become a waiter. It was almost a year and a half before I had my own set of tables working at this restaurant because they were so maniacal about their culture and their training. They’re making sure that their customers had the most incredible experience. They didn’t care which restaurant you came from. You started off as an apprentice. You started off figuring out their way of doing things.

I always found that later on in life when I had to hire salespeople, I went into the best restaurants in town and watch the best waiters work. I’m sitting there and say, “If you ever want to make a change, here’s my business card.” A couple of people did. Some of those were some of the best salespeople I’ve ever met because they know how to take care of people. They know how to listen. They know how to engage. They know how to interact. They know how to think on their feet. It’s an amazing thing. I want to talk to you about how do you help customers with their customer experience? Most companies give great lip service to customer service. They say, “We’re all about our customers. We’re all about customer service,” and then they put you on hold for 30 minutes.

You sparked an incredible experience that I had at a restaurant. I’ll be able to dissect your question and maybe move through it and help you understand how we go about it. There is a pizza place out by where I live. My daughter and I, she’s four and a half, that’s one of our places we like to go. We’ve been there several times. Each time we’ve had a different server. When we go, usually it’s a regular experience. The pizza is good. There’s nothing too mind-blowing about it. The food is good and service is fine. In an occasion, we had a new server. I’d never seen this person before. Right away, she was super engaging with us. She was connecting with my daughter and connecting with me as a dad. I could tell that there was something going on for her that was genuine and authentic.

This is like an idea that she had to help our experience become even better. She said, “Do you think your daughter would like some pizza dough to play with before the pizza comes out?” My daughter, her name is London, her eyes lit up like she was seeing Mickey Mouse and so did I. I said, “Sure, absolutely.” She went back. She brought this ball of pizza dough and a plate. She even brought this like mini roller so my daughter could sit there and make the pizza while we were waiting for our own pizza to be made. I was like, “This is it right here.” When I compare and contrast servers that we’ve had there in the past and this particular server, I go back to a few different things. I had spent several years in HR. Human resources is one of my company’s branches. It’s a passion for me.

The employee experience is at the root of what I do. I think about this person and how they were recruited. How did this person find this company and what were the questions that they asked her? Who is she as a person? She has got a wonderful boss that allows her the creative space while on the floor to be who she is and to be fully expressed with the customers. I don’t know if this person is a mom, loves kids, a preschool teacher or something. She was totally authentic and genuine. She was connecting to me differently versus how she was connecting to the couple that was sitting next to us. The couple next to us didn’t get pizza dough, but our table did. There were many things that we could dissect about this experience.

I’m sure she gave them an incredible experience on their own right, but it was different from the experience that you got based on who you were.

It’s genuine interest in the customer. She was seeing the scene, who we were, and adapting to that. She’s using perhaps her personal experience to then connect to us in an absolutely authentic and genuine way. Here I am talking to you about it and I will talk to every client and every customer. This will be a story that I share forever all because of a tiny little simple gesture that she probably didn’t think was that big of a deal. She thought about it. She hit a bullseye and nailed it. When I think about a customer experience, she was providing the service and going about all those things. What I appreciated and what I do is I talk to frontliners.

That is one of the purposes of my business. I work with people like her. I’ll work with the leaders and all that business but what I’m doing, I work with the frontline. I share stories like this. I help businesses bring that out in their people. How are we going to get Ben to be fully expressed while out on the floor? Following the standards of the company you’re working for, aligning with the mission and the core values and all those things. How can we get him to be himself so he feels like he can be fully expressed with his customers? Once that occurs, that’s where the magic happens. It becomes a genuine and authentic interaction even when things go wrong.

It’s the Maya Angelou. People don’t remember what you say. They don’t remember what you did, but they certainly remember how you made them feel. It’s that how do we make people feel. I honestly think to bring it back one step and bringing it back to what we do. It’s when you engage, retain and grow your employees. When you make them feel empowered and you give them the opportunity to be themselves within the corporate and provide that amazing customer experience, the people within your company feel fulfilled. When this woman brought the pizza dough to your daughter and she saw the sparkle in this kid’s eyes, the feeling inside her must have been incredible.

That’s where the magic happens. Not only are you making your customer’s lives better and you’re building up that engagement, loyalty and everything that goes along with it, you’re also enabling your employees to be their best. You’re empowering them to do amazing things to be able to make that experience better. You started off with the Disney experience. I am a Disney fanatic. We go to Disney, Disneyland, Disney World, one of these things, probably every eighteen months as a family. I’m the marketing and branding guy. I’ve been on every backstage tour. I go on all the tours. I do all the technical stuff and I’m looking to see what’s the experience that they provide to individual guests.

What are the little magical moments that came up? I remember walking into a restaurant. It was Tuskers restaurant and at Disney World in the Animal Kingdom. I said to the waitress, “I’m lactose intolerant.” She goes, “Hang on a second.” Red Seal chef comes out and said, “Can I walk you through the line?” It’s a buffet. He said, “You can eat this. Do you like this? I can make that for you. I’ll make you a custom one without the butter.” He made me these incredible beans that were absolutely phenomenal and delicious, but with a substitute for the butter so I could eat them. They made up a special dessert for me that I could eat. You remember these things as a customer and it’s what makes you loyal to a brand. I love that that’s what you do.

He was making sure that it doesn’t poison you. No one wants to be poisoned while at Disney. However, what he was doing for you and what this server was doing for me is he was treating you like one of his own. This is one of the tricks of the trade. Whether he sees you as his dad or his brother or his uncle, you remind him of his uncle who is also lactose intolerant. Who knows what was occurring for him in his head other than doing his job? What he’s been enabled and empowered to do is treat you like his own. When I talk to groups of teams and employees that are facing the frontline, even dealing with difficult customers, when things go wrong and people are screaming at you or throwing stuff or breaking a hotel room, there is a moment where you can see someone as your own and be like, “That’s someone’s grandma or that’s someone’s dad. There are people that care about them somewhere in the world to make sure that Ben doesn’t get poisoned while at Disney. I want to make sure that does not happen.” When you can get your team doing that and treating people like family, that’s where the authenticity and the genuineness can come from. That’s a way to get people to get there. That’s one of the strategies that we use to help people along that are having a hard time making connections or finding genuine feelings with someone. That’s a way to do it.

Let’s get into the ROI of this because people are sitting there and say it’s nice. It’s touchy-feely and a nice to have, but it’s way more than that. There is enormous ROI, the Return On Investment for the training, the opportunity and everything that goes into creating that experience. There are amazing dividends that come out of it. I want you to talk about it because a lot of CEOs don’t get it. CFOs look at this as a dollar and cents and go, “Why should I spend all this money to train my people?”

I’ll go back to look at us talking about this pizza place. You and I are going to get all these emails now after people read this and being like, “Where is that pizza place?” That could be your answer right there. I could list off all the return on investment possibilities and things that this could all bring, but that is a place that I will now recommend for the rest of my days to everyone I know that has kids or doesn’t have kids. It doesn’t matter. They have gained me forever. I am a super fan of this place. Loyalty 100% is there and it’s real. It will be something that I’ll talk about all the time. That’s the thing. When often talking about return on investment, we could easily go down the road of this is going to increase your overall sales right away because people are going to want to buy from you. They’re going to want to buy a house from John. The brand is lovely and your products are fantastic, but they’re going to keep going back to your people. They’re going to come back and check into the hotel and say, “Is Sam still here? He’s my favorite front desk agent. We stay here because of Sam.” I often go back to it’s all about the people. If you’ve got customers that are wanting to make human connections with your people, this is a step to find it.

It’s funny you’re talking about going back and asking for Sam because I had that experience. There’s a restaurant that we go to, an old-style Italian restaurant on the south side of the Vegas Strip called Bootlegger. If you ever get there, the food is phenomenal. It’s old school Vegas. There was a waiter there that was there for 40 or 45 years. We were in Vegas once or twice a year. Whenever it is, we would sit in a section. He always knew what we wanted to eat. We were only there twice a year. He always knew what we like to eat. He always knew that my friend loved a certain sauce on his pasta. We both drank scotch. He remembers these things and it was an experience every single time we got there. The last time we went and we asked about him, we hadn’t been there for six months or so, he had retired. I sat down and wrote a handwritten note. I gave it to the maître d.

I said, “Are you still in touch with him? Please give this to him.” It was, “We wish you well and thank you for eighteen wonderful years of taking care of us.” We’ll still be back. We’ll still go to the restaurant. We’ll still eat at Bootleggers. We’ll still have a good time. He made us feel like family. It’s that feeling of family. It’s the cheers, where everybody knows your name and they’re always glad you came. It was more than a pithy statement. You knew when you walked into a certain place that you were welcome and that you mattered. You weren’t just dollars and cents walking in the door. You were a person. That’s what most companies miss, whether they’re retailers, manufacturers, business to business. Most companies missed that their customers are so important to their survival because they’re their best marketing for them.

A lot of people don’t realize that your competitor down the street is interacting with people, not just transacting. They’re having interactions, not transactions. That is something that I often talk about with CEOs, GMs and whatnot, “Your competitors are doing something that you are not.” What can happen is that a lot of people that are on the frontlines can go into autopilot mode. They’re going through. We were at a restaurant where we ordered chicken lettuce wraps and the lettuce wraps came out without the chicken. They were not chicken lettuce wraps. They were lettuce-lettuce wraps. They came out and offered us a free dessert, but it was the most stale interaction. It was like we were another guest, another customer in and out. My wife and I were like, “We’ll probably not come back to this place because they didn’t care.” You can tell right away whether an organization does or not. That’s the big thing. People want interactions. They don’t want to be another transaction.

I had a situation where by mistake, one of my suppliers sent a sales confirmation to my customer instead of me with all of my pricing on it. Thank God, it went to her junk file and she sat there and goes, “Do you know this company?” I said, “Yeah. Do me a favor, can you forward it to me and delete it?” She never saw it. I called the company up. I said, “What did you do? How does this ever happen that you would send my wholesale pricing to my customer?” Their thing is, “We’ll give you a $50 discount.” I took the $50 discount and I will never do business with them again ever. I’ve done hundreds of thousands of dollars of business with these people over the years. The fact they made me feel like, “We don’t care,” prove to me that it’s time to go and find somebody else.

Give him his $50 gift card and hope for the best. There’s a story that I often share. There was a very expensive wedding that happened at a hotel. It was like a $75,000 wedding. It was a three-day extravaganza. If you’ve been married, things go wrong on the wedding day. There are all sorts of things that can happen. In this case, the outside heater lamps didn’t work. That created chaos for the bride and groom. They were upset because the heaters weren’t working and people couldn’t go outside on the patio. The wedding happens. Checkout is happening at the hotel and the front desk agent says, “How was your wedding? How was everything?” The bride said, “It was good. Thank you very much.”

The front desk agents said, “I can tell that there was something wrong or is there something that happened?” The bride said, “The heating lamps didn’t work and that was a big disappointment.” The front desk agent then looks at this $75,000 bill and says, “I can see that you had breakfast this morning. On behalf of the hotel, I’d be happy if I could take that off your bill for you.” The bride said, “Sure, thank you very much.” Off she went. Three days later, a review shows up on TripAdvisor. It’s pretty scathing saying that she was totally offended by the fact that she had dropped all this money on this big wedding and at the end of the stay, the front desk agent took off this breakfast.

She said, “I feel like the front desk agent did it for her and not me.” I think about that story and I tell it often because it talks a little bit about what you were saying about how people are so scared and nervous. They sweep it under the rug and hope for the best that this person wasn’t inclined or empowered to dive deep and ask the simple questions like, “What could I do for you that would make this better for you?” Instead of the visceral reaction of, “Let’s take off $50 breakfast,” when you’re dropping $75,000 on a wedding.

People want interactions. They don't want to be another transaction. Share on X

You shouldn’t have to pay for that breakfast the day after anyway.

You’re nickel and diming someone is a big mess there. We could dissect that, but it’s one of those things that I always think about that, “The front desk agent did it for her and not me.” She’s hoping for the best and hoping that everything is peachy keen.

Jeffrey, you and I could tell stories on bad customer service and challenges with customer service for the next few years. There are great customer experience stories too and we’ve told those as well. I want to ask you two questions. How do people get in touch with you because they need to be trained by you? The dynamics that you do and the things that you do to be able to empower teams and give the teams those skills to do things the right way are incredible. How do people get in touch with you the best way?

I’m doing all the right stuff the entrepreneurs need to do in this era of 2020. We’re building the website. We’re still polishing it up. When I look back at doing this, I often say, “I would rather build the house with a solid strong foundation and do it right the first time than build something out of toothpicks and paper-mâché.” When I think about how to be available for people, we’re all on the social media. You can find @LuminaryLearningCo on Instagram. We’re on Twitter, @LuminaryLCo. On Facebook, Luminary Learning Company. LinkedIn is a great way to reach me almost immediately. I have an email address at [email protected]. I’ve made it pretty easy to get ahold of me.

I appreciate what you said about what I’m doing and how I do it. When I describe what I do for people, I often talk about the definition of the company itself, Luminary Learning Company. When we are trying to establish a name, the purpose and the mission, I am a lover of language. It’s probably the artist in me and the lover of dialogue, reading plays and scripts. For me, language is important and how you’re getting your message out. A way that I often describe the company is through the definitions of the three words, Luminary Learning Company. If you don’t mind, I’d like to give you those definitions.

It describes so much of who I am, what I do, what I believe on, and what we’re up to. The word luminary, the definition of that is a person who inspires or influences others, especially one prominent in a particular sphere. The word learning is the acquisition of knowledge or skills through experience study or being taught. The word company is one of my favorites. It’s the factor condition of being with others, especially in a way that provides friendship, belonging and enjoyment. When you put all three of those words together, it can make for exceptional training experience. It’s the core of what I want to do and what I’m achieving with people.

I was going to ask you the final question, but you’ve already answered it. The question I always ask people and I’ll let you maybe augment it, is when you leave a meeting, you get in your car and drive away, what’s the one thing you want people to think about you when you’re not in the room?

I want them to think, “That was so different from anything I’ve ever experienced before. I am so inspired to now go out, meet our customers, be with our customers and bring our mission and core values to life in a way that we’ve never brought them to life before.” If I can achieve that with people and get them so fired up and inspired to be the best that they can be and to flourish in whatever position they’ve got, that’s my calling. That’s what I’m here to do.

In this environment, you do both live training and online training. You have the ability to be where people need you. Jeffrey, thank you for being you. Thank you for inspiring others. Thank you for helping build amazing customer experience and thanks for a great chat.

Thank you so much. I’m honored to be here with you.

About Jeffrey Victor

As founder of Luminary Learning Company, I bring over 20 years of experience as a customer service educator; specializing in luxury hospitality, adult learning and human resources. I take a holistic, allencompassing approach to staff training, which results in the delivery of a high-end customer experience.

Mentored and educated by leading experts in the customer service industry, I’m extremely fortunate to have had my foundation and training come from my employment with Disney Theatrical in New York City. Relocating to Vancouver, BC in 2008, the last 12 years have been the most rewarding of my career. I enjoyed various front line and leadership roles ultimately serving as a Training & Quality Manager for two luxury hotel brands. Both in which became 5 Diamond Hotels and one becoming the first hotel in Canadian history to achieve a Forbes Travel Guide 5 Star Award rating within its first year of operation.

I was born and raised in Cleveland, Ohio and proudly became a Canadian Citizen in 2019. I’m also a husband, a dad, and have a goldendoodle named Tootsie. Fun Fact:I come from a theatrical background, having trained professionally as an actor/singer, which I enjoy incorporating into my training sessions.

Connect with me at: [email protected].

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