- 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
- Operating Model Design and implementation
- Partner management processes
- Outsourcing
HMG – Energy
Detailed design for partner relationship and other business functions within an operating model for a complex multiparty start up
HMG needed to push the Green agenda. To launch the Green Deal, an operating model spanning people, process and technology needed to be rapidly designed and built. There were many key questions: (1) what should be the roles of Green Deal Partners, Energy suppliers, a central management and the transaction processing function in the business system; (2) what processes were required to manage commercial relationships effectively, (3)what should be the responsibility and accountability allocation between the internal and external parts of the business system and (4) what level of central resources were required.
PwC enabled HMG to mobilise quickly for developing the Green Deal, deploying an expert team to address the key questions using best practice operating model framework and functional subject matter expertise to make fast, efficient design decisions. The need for speed meant it was essential to leverage existing operational capacity for accommodation and ICT, and we quickly determined that there should be a ‘lean’ leadership and relationship management team in the central ‘Green Deal Finance Company’, supported by an outsourced processing operation to support Green Deal transactions themselves and service the loans.
The outsourced processor was responsible for processing ‘business as usual’ customer and Green Deal partner contact. This left the central team with relationship management of potentially thousands of Green Deal Partners and a much smaller number of energy suppliers, plus escalated customer contact that the outsourcer was not capable of processing. Using best practice templates, we defined the key processes down to procedural levels and design an appropriate RACI between the central organisation, the outsourcer, Green Deal Partners and energy suppliers. From this definition we prepared job descriptions and estimated the workload required for various roles in an account management/partner relationship function.
Having designed roles, sized the organisation, we helped recruit the management and central team, whist helping to select a suitable outsourcer
- We delivered an efficient operating model, providing a ‘lean’ central organisation and scalable outsourced processing operation
- With our injection of resource and intellectual property, we accelerated preparations for the Green Deal by over a year, compared to previous analogous initiatives.
