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Mark Shaw is the Founder of SHAW THING CX. With a career that began in hospitality and transitioned into leadership roles at theme parks across the UK and Australia, Mark brings a uniquely people-focused approach to business transformation. He served as CEO of Adventure World in Perth, where he led a dramatic turnaround in guest satisfaction and profitability. SHAW THING CX helps organizations improve guest experiences through a people-first framework that’s grounded in operational excellence. In this interview, Mark talks about CX vs. customer service, the ACE framework, and how recognition isn’t rocket science.

“Customer service is a subset of customer experience. But customer experience is everything from landscaping to signage to lighting to air conditioning, air quality—even marketing efforts.”

Mark explains that many organizations mistakenly treat customer service and customer experience as interchangeable terms. While customer service involves direct interactions between staff and guests, CX encompasses every element of the brand—from the first marketing impression to the cleanliness of the restrooms. He emphasizes that customer experience is about the emotional outcome: how a guest feels throughout their entire journey. Mark also cites data showing that guests value their interactions with staff as much as—if not more than—the physical product itself. This reinforces the importance of prioritizing operational consistency and human connection over just flashy attractions or expensive infrastructure.

“ACE is Amplified Customer Experiences. It’s a seven-pillar model built on the service-profit chain, and it starts with leadership.”

After leading a remarkable transformation at Adventure World, Mark created the ACE framework to codify what worked. The framework includes seven pillars: leadership, recruitment, onboarding, training, recognition, guest-centricity, and tools. He emphasizes that the first five pillars are entirely about the employee experience, reinforcing the idea that great guest experiences come from engaged, well-prepared teams. ACE also includes 60 building blocks that organizations can assess to identify gaps and areas for improvement. Mark shares that the framework has helped not only theme parks but also organizations across industries, from hospitality to IT. The universal thread? Businesses that rely on human interaction must focus on team empowerment to succeed.

“Recognition makes you feel great, and it reinforces the behavior. It’s not rocket science.”

Mark makes a clear distinction between reward and recognition. He explains that while bonuses and monetary rewards have a short-lived impact, genuine recognition creates a lasting emotional response and reinforces desired behaviors. At Adventure World, he implemented a high-frequency recognition program—including employee and department of the week/month awards, a public “wall of fame,” and spontaneous “busted” cards for team members who went above and beyond. Recognition was frequent, specific, and public. Mark also encouraged leaders to plan for recognition, suggesting something as simple as a weekly calendar reminder. His message is clear: consistent and meaningful recognition fuels employee morale, team culture, and ultimately, the guest experience.

To connect with Mark, you can find him on LinkedIn or email him at [email protected]. For more information, visit www.shawthingcx.com.au.

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