WHEN Fiona Johnson joined Jamaica Public Service (JPS) in 1987, she never imagined that her early commitment as a general clerk and later as a customer service executive would evolve into leading customer service delivery across three of Jamaica’s largest parishes. She describes this pivotal journey as the turning point that shaped her current leadership role and inspired her to pursue and complete her Bachelor of Science degree and MBA.

For Johnson, that formative experience became the impetus for a career defined by responsiveness and integrity.

“In customer service, I was assigned to respond to customers’ complaints, mostly letters. I answered so many that I considered myself an expert letter writer,” recalls Johnson, now customer service area manager for St Catherine, Clarendon and Manchester.

Reflecting on the most critical lessons learnt along the way, she offers this advice: “Don’t take work personally, be considerate, and maintain integrity.”

Over nearly 40 years of service, Johnson’s professional development has profoundly contributed to her personal growth.

“The most significant transformation for me is how much I have matured and how my leadership skills have evolved. I am proud of remaining true to my integrity and accountability and of the changes I have made in the lives of both customers and staff,” she added.

Managing customer service for St Catherine, Clarendon and Manchester is a considerable undertaking, spanning vast and diverse communities with distinct needs. When asked how she ensures the company delivers consistently across both parishes, Johnson credits her team. “It’s a tremendous blessing to have two strong leaders on the ground supervising the everyday parish demands. The support from Kareen Jackson [Clarendon and Manchester] and Howard Whitely (St Catherine) allows me to focus on consistently meeting daily operational expectations and adhering to JPS’s strategic direction while still guiding and supporting my managers.”

This leadership style has not only benefited community stakeholders but has also produced tangible results, particularly in the form of much-needed operational improvements in specific areas. Fiona singles out the upgrade of the longest power distribution system in Clarendon. “This was a sore point for residents and the Clarendon municipality. The improvements strengthened relationships and delivered real benefits to the community,” she said.

Beyond the technical fixes, Johnson views community engagement as fundamental to the process. “Customers appreciate our presence. It shows care and builds trust. For me, the greatest impact is empowering people to be their best. We do this through social partnerships and outreach,” she added.

Following the closure of the Portmore branch in 2019, JPS’s decision to open its new Care Hub marks more than just an operational move; it reaffirms its commitment to customer-centric service. For Johnson, this milestone is deeply personal. “The hub offers easier access, enhances customer service quality and helps customers adapt to the digital age. We pledge to serve our customers better,” she said.

Since the inception of the MyJPS app, the energy giant has seen over 80 per cent of its customers utilise the service. Yet, the organisation recognises that personalised customer support remains vital for many, making the launch of the MyJPS Care Hub even more essential.

Mindful of Portmore’s dormitory culture, JPS has tailored its operating hours to suit residents who spend long hours commuting. “We serve customers where and how they want to be served. The support team works from 10:00 am to 7:00 pm, five days a week, catering to individuals who work from 8:00 am to 5:00 pm,” Johnson explained.

Importantly, the new Hub is not just a physical location. It embodies the company’s move towards a multi-channel experience. “It offers agent support and self-service through our
MyJPS mobile app. It’s a fundamental shift from the old model,” she continued.

Balancing efficiency with human connection is a core principle for Johnson. “People are at the centre of what we do. At JPS, operational efficiency does not compete with service delivery; they work hand in hand to deliver the best experience to our customers and the greatest value for the business.”

As a leader, Johnson’s approach is anchored in service. “I pride myself on being a servant leader and being of service to my team. I’m here to empower, motivate and inspire them — not just to get the job done but to pursue excellence as a habit. Helping my team strengthen and refine their values so we align with the company’s values and, in turn, serve our customers to the best of our abilities, is my priority,” she beamed.

Achieving customer service excellence is often the unseen work driven by managers like Johnson. When asked to describe these “invisible wins”, she said: “We change lives”. And to her, that is what matters most. “This country runs on the product we provide. There’s criticism sometimes, but our customers appreciate what we do. The real wins are the smiles we see, the gratitude from customers we help, the children we support, and the elderly we care for. We’re part of the community,” she added.

Looking to the future, Johnson is energised by what’s next. “I’m excited to see customers embrace our digital channels—accessibility in the palm of their hands, a simple touch of a button. This chapter is about helping customers understand and trust our digital transformation,” she stated.

Her message to customers in Portmore and beyond is unequivocal: “The hub signals our commitment to innovation and service. We’re introducing digital self-service solutions to make things more convenient and efficient for you,” she promised.

And to the next generation of women aspiring to lead in customer service, her advice is even more powerful: “Maintain honesty and integrity. Every interaction with a customer or staff member should impart care, share knowledge and demonstrate empathy.”

Fiona Johnson