- PE House/Pay TV – Assessed R&D and other cost reduction opportunities within a High Tech solutions provider that developed key solutions for satellite Pay TV companies
- European Cable TV Altnet – Synergy planning across sales, marketing and networks in preparation for final binding offer for other competing Altnet delivering Pay TV, MVNO and fixed telecoms services. 61
- Clientwise - Delivery of a £2M custom development of opportunity management processes using an agile method and Business Process Management software
- Alchemy, acquisition of Geo – Reviewed propositions of a Telco that was leveraging an extensive ‘second hand’ national dark fibre network acquired for next to nothing. Tested the uniqueness and differentiating characteristics.
- Vodafone – Telecoms service launch. Enabled Mobile operator to plan how to become partner of ‘choice’ for service providers, by augmenting basic data services with a valuable service layer
- ESAT – Prepared proposal for a joint venture, now executed, to use railway assets in Eire to establish a national network, working with key finance, technical and marketing managers
- Reuters – Using competition and well defined requirements to reduce cost, providing sourcing advice across complex global telecoms services
- Orange – Network review. Analysed service and network management requirements & processes across a mobile operator’s applications and networks, recommending improvements
- Barclaycard – Reduced cost by designing and delivering a virtual call centre needed to support a 15% headcount reduction, leading a mixed consultant/ client delivery team, and managing issues with stakeholders
- Interflora – Enabled transformation to cut costs and improve services, supporting and leading its management team through complex decisions on IT, process change and vendor selection
- Energy Utility – Designed and delivered a solution to deal with extreme demand on a call centre, to avoid a repeat of a customer service debacle
- Local authority – London Borough - Assessment of technical telecoms designs and recovery plans for a troubled project to deliver innovative telecoms into a major new building and its satellites
- Property business – Assessment of the current state of a regional contact centre. Part of a larger housing association under regulatory and budgetary pressure.
- Rationalising contact centres and improving productivity to deliver 15% head count reduction
- Designed and delivered a virtual call centre required to implement 15% headcount reduction which Barclaycard management team had committed to deliver
Barclaycard
Reducing customer service cost
Barclaycard needed to reduce costs to compete with market entrants and its management committed to a 15% headcount reduction. Achieving this required productivity gains and reduction of the number of call centres from six to two. David was responsible for the design and delivery of a virtual call centre to meet these objectives. He delivered new systems from design to production within six months, enabling a redundancy programme to be implemented.
David’s first responsibility was the technical architecture design, managing a team of SMEs to identify system changes needed, the options available and to recommend solutions. He then led a team of vendor and client staff to deliver the detailed Telephony design, covering physical and logical design of the integration of Symposium ACD, Genesys CTI, Periphonics IVR, desktop, together with backend systems over MQ middleware. This work bound together the systems by defining the call flows for every ‘customer’ type – e.g Premier customers, internal transfers, non IVR calls – and ensured they arrived at the correct skill group with the correct label.
David led workshops and provided stakeholder management to develop and gain agreement to a detailed design for an IVR self service application, including identification and verification method, choice of voice actor and other elements. David ran a pilot of the IVR service on a sample of 5000 customer calls and analysed the data captured. This demonstrated the application met assumptions in the business case, and the ‘id &v’ approach worked. During this work David also used governance processes to engage stakeholders and overcome major issues on security and call flow.
Delivery enabled productivity gains to be realised through redundancies.