Bank
Built a CRM capability for
COO at Barclays. Crystallised a
strategy via workshop with implementation managers, identifying major
activities and checkpoints. Also articulated project plans, risk management
and benefit plans, and defined the implementing organisation including
steering and management committee charters, and communications plans.
Constructed the £10M investment case. Set-up the programme office, management
processes, controls and accounts. During execution phase provided direction,
reports, troubleshooting, managing dependencies and stakeholders. Enabled
goal achievement, de-risked and speeded up delivery process. Bank
Outsourced Call-centres,
Fulfilment and Transfer Agency functions for CSFB. First stage delivered an
integrated service strategy. This specified the responsibilities of key functions
within the business-operating model, towards the delivery of service to
customers. It also resulted in a charter for the customers. Second stage
defined the processes within the units and provided the service levels,
detailed roles and responsibilities, checks and balances, timescales and
quality standards for the work. Third stage defined and matched the
functional requirements from technologies. Also provided the pricing, costing
and negotiating positions with suppliers. Resulting customer service,
achieved at a lower operating cost, improved profit by keeping customers
longer. Bank
Dime Bank in New York
having introduced telephone based servicing wanted to change their branches
to just sell. Working with local managers, captured existing work practises
and produced the new sales operating model. The changes introduced new
responsibilities for the sales representatives, changed authority levels,
quality checks and balances, and new performance measures. This resulted in
new job briefs, incentives and remuneration, as well as providing a new
customer charter. Improved sales in branches. |
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Utilities
Company
East Midland Electricity wanted to make bills more appealing and have custom marketing messages presented. Brought together printing software and technology suppliers to construct an integrated solution. Prepared a proposition including operating model and process, resource levels, service levels, migration path and unit costs. Enabled the client to pursue the £2M per annum competitive and state of the art in-sourcing business. General Insurance Designed a direct General Insurance
business model for a joint venture between Abbey National and Commercial
Union. Member of the team that included senior operations and marketing
managers and directors. Provided best practise knowledge in intensive
sessions designing the end-to-end operating model including sales, servicing
and claims processes using new technologies. Working back from customers
making enquiries in branches or by telephone went through each step that had
to be performed throughout the organisation to deliver result for the
customer or prospect. Facilitated a lower cost entry into the market Credit
Card Companies Carried
out audits of call centre operations for two Scottish banks credit card
operations. Constructing best practise frameworks, carried out gap analysis
of the practises in the operations. The rigorous analysis led to a set of
recommendations for alleviating servicing problems and avoiding other
problems in the future. Led to significant changes and rationalisations. |