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

Customer Target
Operating Model

Ingeus

Design of target operating model to drive cost out and performance up in outsourced probation services

An outsourcer won a contract to deliver probations services, requiring the transformation of an operating model inherited via TUPE transfer. They lacked the customer operating model skills required for a key part of the transformation

David led a team of three to work with the client to design a solution to free up frontline probation staff time to spend more time on activities to control the risk of reoffending. The work starting with a data capture exercise to understand the activities performed by the various roles within the rehabilitation company, circulating the data request, progress chasing and holding “moderation” workshops to check quality and understand assumptions made of the data provided. Analysis of the data showed that a significant part of the administrative workload of front line probation officers could be centralized, achieving a key objective in the contract.

The team produced a design that aimed to shift and to shrink this workload by

Introducing a portal for offenders to support digitizing some processes
Transferring work to less costly administrative staff
Managing that staff in far more productive way than was feasible across 40 operating locations

The team used modelling to quantify the resource impacts which demonstrated both cost reductions and a 25% increase in time available to deal with offenders. Working with the client, they designed a two-location Customer Service Centre (CSC) that enabled administrative staffing levels to be reduced by c.150 FTE, whilst processing the same volume of calls and correspondence.

Once the design numbers were baselined and the benefits case approved, we worked with the client on the detailed design of the CSC, covering organization design, role definition, staff numbers, ways of working etc. Finally we implemented the CSCs in pilot, using one freephone telephone number to distribute calls to the two sites

Provided analytical rigour and practical design skills to enable programme to proceed.
Creating and innovative design to make accessible significant cost savings and complementary productivity enhancements for key resources
Used stakeholder management skills to give cautious client confidence to change