Budgets are tightening. Technology cycles are accelerating. Media organizations are being asked to modernize their mission-critical workflows.
To help customers navigate this moment with greater clarity and confidence, Dalet recently created a new executive role: Chief Customer Officer. Gwen Braygreen, steps into that role with decades of experience building and leading customer success organizations and with roots in the media and entertainment industry itself.
Marcy Lefkovitz, Dalet’s SVP of Product Innovation, sat down with Gwen to talk about how she thinks about customer relationships, what shaped her approach, and what Dalet customers can expect from her as she begins this next chapter.
Gwen, what’s the core mission of the Chief Customer Officer?
At its simplest, the mission is trust.
No matter the industry, a strong customer relationship is built on trust and trust doesn’t just happen. It has to be earned. For me, that starts with clarity of purpose. What is the customer trying to achieve? What are we trying to deliver as a partner? And most importantly, what are the outcomes we agree on together?
It sounds obvious, but it’s where relationships often get off track. If you don’t align early, you’re always playing catch-up. When clarity and shared outcomes are established from the start, everything that follows onboarding, adoption, support, growth has a much stronger foundation.
From there, trust is reinforced through proactive, transparent communication and operational consistency. Customers don’t experience a company as a collection of departments, they experience it as one entity. That means our messaging, commitments, and execution need to feel consistent, no matter who they’re working with at Dalet.
You often talk about the “confidence lifecycle.” What does that mean in practice?
We all talk about the customer journey – sales, implementation, onboarding, adoption – but I like to think about it through a different lens: confidence.
Throughout the relationship, there are key inflection points that either build confidence or erode it. Every interaction matters. It’s not just about whether a task was completed, but whether what we did strengthened or weakened a customer’s confidence in Dalet as a partner.
When teams think this way, customer-centricity becomes very real. Every role from product, to services to support, sales and operations has an impact on that confidence lifecycle. And over time, that’s what determines whether a partnership grows stronger or starts to fray.
You started your career in broadcast operations. How has that shaped your approach?
Very much so. ABC was my first job out of college, and it was formative in every sense. I started by pulling coax cables in studios, which gave me a real appreciation for the people and the operational rigor behind live broadcast.
Broadcast is a real-time business, there’s zero margin for error. That environment teaches you discipline, accountability, and the importance of getting things right the first time. Those lessons have stayed with me throughout my career, even as I moved into software and SaaS organizations.
It also taught me something else that’s just as important: technology never stands still. Media has always been in a cycle of reinvention, digital transformation then, cloud and SaaS now, new distribution models constantly emerging. What’s consistent is that the customer experience always matters, no matter how much the technology changes.
What excites you about returning to media and entertainment now?
I’m coming back to media at a moment of real transformation, and that’s exciting.
Media organizations today are balancing legacy systems, cloud migration, new distribution models, all while running workflows that are absolutely mission-critical. There’s very little tolerance for downtime, and that raises the stakes for every technology decision.
What’s different now is that SaaS and cloud models require a continuous partnership, not a one-time deployment. Success comes from ongoing adoption, improvement, and value realization. That’s where Dalet is uniquely positioned not just as a technology provider, but as a long-term partner helping customers navigate change with confidence.
Customer success teams often feel like they’re playing “whack-a-mole.” How do you think about that?
I completely understand that perception, especially from the customer side. When you’re just trying to get something done, the internal complexity of a vendor organization is irrelevant. Customers want clarity, consistency, and results.
The whack-a-mole dynamic usually comes from misalignment. Too many voices, mixed messages, unclear ownership. My role is to help align teams around a single narrative: what we’re solving, why it’s happening, and how we’re addressing it together.
When teams are aligned internally and honest externally, communication improves, trust grows, and issues get resolved faster. It goes back to shared outcomes and clarity of purpose and to remembering that we all own the customer relationship, not just one team.
Finally, why Dalet?
That’s actually the easiest question to answer.
Dalet sits at the intersection of two things I care deeply about: the art of storytelling at the heart of media operations, and the opportunity to build modern, customer-centric SaaS organizations. It’s rare to find a company with such deep domain expertise, long-standing customer relationships, and a genuine appetite for transformation.
What really stood out to me was how much people here care about customers and how open they are to evolving how Dalet works to deliver even more value. My immediate priority is listening: to customers and to colleagues. From there, my goal is to help build clarity, consistency, and a culture centered on the customer confidence lifecycle so customers can rely on Dalet as a trusted partner through whatever change comes next.
