In most organizations, the customer journey is treated as a linear path that ends when the customer leaves. Joe McLeod, author and founder of Ends, challenges that idea. In his recent discussion on The CX Iconoclast, he explains why companies need to design the final stage of the relationship as carefully as the beginning.

This topic aligns with concepts explored in the Customer AI Masterclass lesson 1.2, Customer Journeys: Everyone’s Favorite Oversimplification of the Customer’s Thought Process. That lesson teaches leaders how to examine every phase of the customer lifecycle—including the end—to create measurable outcomes and stronger business performance.

Why Endings Are Overlooked

Organizations invest heavily in creating desire at the start of the customer lifecycle—marketing, storytelling, and product design. Yet the final phase often receives little attention.

McLeod describes this as a “barren, emotionless” part of the journey. Many businesses still treat offboarding as a compliance process or a defensive maneuver to prevent churn. In reality, endings are an opportunity to reinforce brand trust and encourage future return.

The Risk of Poorly Designed Endings

When companies make it difficult for customers to leave—such as through aggressive retention tactics—they create frustration and long-term reputational damage.
Examples include telecom and cable providers requiring customers to call a representative to cancel, or imposing unnecessary obstacles to offboarding.

McLeod argues that these practices stem from fear and ignorance: fear that allowing customers to leave will harm the business, and ignorance of the potential value that a well-managed exit can create.

A difficult ending can negate years of positive experiences. In contrast, a well-designed exit can become a moment of goodwill that encourages future re-engagement.

The Business Case for Good Endings

Digitizing and simplifying the offboarding process reduces operational costs, removes friction, and preserves customer goodwill. McLeod notes that customers often leave for reasons beyond the company’s control—financial constraints, life changes, or shifting priorities. In such cases, making departure simple can leave a lasting positive impression.

He also highlights that a smooth exit can directly influence acquisition. When potential customers know that leaving is easy, they are more likely to enter the relationship in the first place. This principle mirrors lessons from retail and subscription models—such as flexible returns policies—that build trust and accelerate purchase decisions.

From Endings to Continuous Relationships

The idea of endings connects directly to predictive and prescriptive approaches taught in the Customer AI Masterclass. Predictive analytics allows organizations to anticipate customer exit patterns early, while prescriptive AI guides teams on how to intervene appropriately.

By understanding the full customer lifecycle—including offboarding—leaders can:

• Identify moments of emotional significance at the end of the journey

• Use data to predict when exits are likely to occur

• Design automated yet human-centered offboarding experiences

• Preserve long-term loyalty through dignified closure

This perspective reframes the customer journey as a cycle, not a one-way path.

Key Takeaway

Companies that design endings with the same care as beginnings gain a strategic advantage. They protect their reputation, reduce churn-related costs, and improve the likelihood of future engagement.

In the words of Joe McLeod, the essential question every organization should ask is simple:

“How does it end?”

Answering that question can reveal some of the most valuable opportunities in the entire customer lifecycle.