- 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
- Solution construction
- Operating Model Design and implementation
- Outsourcing
- Commercial models and contracting
- Procurement
Major energy utility
Accelerating an outsource transaction and informing decision making with best practice
Our client wanted to deliver better customer service and climb up the industry league tables, while reducing cost. It decided to this through outsourcing. It wanted to deliver a suitable deal, without a high profile procurement and it wanted to do it at speed. David was engaged to accelerate the process and provide external challenge by delivering expert advice on elements such as strategy options for using outsourcing to transform, business cases, commercial models to support ‘transfer’ of risk and contracts.
We used our IP and expertise to deliver a number of workshops to share insights and tailored intellectual property. The first workshop codified typical approaches to transformation through outsourcing, and assessed them against criteria such as cost, value add and risk. This informed our client’s decision to select a high impact approach to transformation, with rapid transfer of responsibilities.
The second workshop provided good practice on commercial models, assessing them against the degree of risk ‘transfer’ – ensuring the outsource partner was incentivised to deliver upside value and guarantee performance. This covered a number of pricing models, and how they impacted partner motivation.
The next workshop covered examples of ‘call-off’ procedures and service definitions for contact centres. We presented a codification of contact centre services, where service levels on quality of service access, quality and outcome were ‘baked into’ a service catalogue and its pricing.
Our client was constrained to use OJEU-like disciplines in its evaluation method. It was concerned around the risk of an evaluation producing counter-intuitive results. We shared best practice with them, allowing them quickly develop a method closely aligned to their objectives and appetite for risk
Finally we assisted with business case construction. A key area of focus was the sizes and roles of (1) the retained organisation post-outsource and (2) the transformation programme organisation required to deliver the changes.
Our client announced a significant outsource transaction, covering c 2,000 personnel, adoption of extensive offshore facilities and transfer of UK based people and contact centre assets to a leading outsourcer. This allowed the UK workforce to be reduced by 1,500 people, with a run rate saving of £30-40Mpa.
