Customer Operations Excellence Limited

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Major industry restructure – Definition, negotiation and delivery of service level agreements to support water industry transformation in Ireland
Consortium major UK Telcos – Delivery of an independent assessment of cost impact of regulatory proposals for industry change to ensure correct decisions taken and appropriate budgets allocated
Neareast Telco - Business plan and market entry strategy for Turkey to become the ‘location of choice’ for the offshore contact centre outsourcing and grow GDP by 3-4%
Ofgem – Provided assurance to the government and industry that preparations for the introduction of competition would result in a smoothly customer and market operations
HMG – Energy/FS – Delivering a detailed design for partner relationship and other business functions to accelerated delivery of a complex multiparty start up
Altnet/Mobile, ESAT – Facilitated planning for a joint venture, subsequently executed, to use railway telecoms assets in Ireland to establish a national SDH network, working with senior technical, marketing and financial managers
Major utility – Accelerating an outsource transaction, informing decision making with best practice prior to a 2,500 seat outsource.
Major Telco – Provided advice to reduce risk after assessing the operations, cost base and key contracts of Panamanian customer operations, for business operating in a highly competitive market
Major Telco, UK – Review of value - for-money and operation of customer service outsourcing contracts to assess scope for reducing operating cost through price reduction or more rigorous application of service credit regimes in the contracts
nPower – Reducing the risk of repeat multimillion pound fines by the regulator for mis-selling by advising on new supplier and contract
HMRC – Researched experience in FS and outsourcing organisations with front and back office integration, to apply it to its problems in delivering a reasonable customer experience efficiently and lower cost
Premium TV – As part of a start up to deliver tax benefits, seconded to run customer services to ensure compliance to tax effcient model, also delivering £2m cost saving in outsource contract
Utility – Resolved resource issues caused by business preparation workload from major change programme by procuring flexible outsourced service with guaranteed quality at costs 60% below more risky UK internal options
HMG – Emergency intervention to assess failing outsource provider, identify and recommend improvement actions and provide a view on long term prospects to inform contractual decisions
Barclays/GHL – Completed integration of Woolwich & Barclays mortgage customer operations, reducing cost. Led team to deliver data conversion, improved processes and new servicing, direct debit and other applications
HMG Department of Heath – Advised on the definition, procurement and contract negotiation of a solution to meet volatile, large scale, pandemic-driven demand
HMG Department of Health – Improved customer service through competition and innovative service design, leading strategy development and advising on procurement of £50m contract for outsourced contact centre services
BBC – Advised the BBC on integration of BskyB services, customer and operational processes to enable it to use digital satellite broadcasting within its delivery infrastructure
Major Tech retailer – Repairing a failing outsource deal and preparing for a future replacement solution
Fraud investigator – Design of commercial model and contract schedules to support the replacement of incumbent service providers of outsourced ICT and contact centre services
Ingeus – Design of target operating model to drive cost out and performance up in outsourced probation services

Commercial Model design
Contact Centre outsourcing
ICT outsourcing
Service and SLA definition
Negotiation

Fraud investigator

Design of commercial model and contract schedules to support the replacement of incumbent service providers of outsourced ICT and contact centre services

Our client was procuring under a restricted OJEU procedure a solution to replace Mediocreperforming ICT and contact centre suppliers, to drive digital processing, reduce costs and improve customer experience. They lacked the expertise to convert their requirements into a contract that (1) incentivized the performance required and (2) provided some mechanisms to deal with unforeseen future requirements.

David was part of a team of three experts covering ICT design, contract service levels, commercial models and contact centre outsourcing.

The chosen contracting baseline for the procurement was a government procurement service “model” contract. We held a workshop with client stakeholders to drive out some specific imperatives for the contact. Using this output together with Our view on leading practice, we reviewed the model contract and identified some issues

It was designed for ICT procurement and did not cover contact centre outsourced services.
The allocation of risk to the supplier was unambitious.
The incentives to drive contract revenue (ie the client’s cost) downward were limited
There was no mechanism to “recycle” savings made to help deal with uncertainty within the contract

The team adapted Our intellectual capital to make revisions to the commercial model to address these short comings, including innovations to help NFIB live within a set budget for five years while facing risks – eg scope, contact volumes – that could impact costs considerably.

The team provided support to decision making and governance to ensure stakeholder were content with the proposals.

We designed a financial model spanning contact volumetric and unit prices (rate cards) to enable competitive bids for the ICT deliverables, and ICT and contact centre operations during the life of the service. The unit prices ensure the supplier took full risk on service levels and efficiency, for example using “productive minute” pricing for contact centre services at given quality of service.

Post procurement we provided negotiation support between our client and its supplier.

The solution

Delivered improved crime reporting, data analytics and workflow to police forces
Delivered excellent leading practice prices from a world leader
Embedded improved customer experience into service levels with 20% of revenue at risk to performance
Incentivized strongly channel shift and operational efficiency driven cost reduction, rather than revenue protection