Project Background A major provider of health insurance – member of a national association of health care plans. The company delivers individual and group health plans and third party administration services to large clients
Business Challenge Sales and enrollment process was overly complex, didn’t meet different needs of different customer segments
Project Approach Two person project team worked with cross-functional team of client staff, departmental management, and executive management over six months to:
• Determine client expectations and appropriate metrics for the process
• Map core activities and develop “as-is” process maps
• Review process disconnects and design new “to-be” process maps
• Develop system requirements necessary to support re-designed process
• Create new roles, position descriptions, and organization charts for affected departments
• Develop implementation plan and business case for required investment
Business Benefits • Client implemented recommendations in Marketing, Underwriting, and Customer Service departments to improve service and reduce cycle time
• Customer Service recommendations reduced abandon rates from 12% to 2% and improved service levels without hiring staff
• Process analysis and business case justified necessary staffing increases and new positions in Marketing and Sales
• System requirements incorporated in RFP for new system by client’s IT department


Project Background A major provider of financial services to students and education lenders. The company was operating 4 isolated call centers throughout the country. Growth through acquisition had created a customer service technology environment that was fragmented, outdated, and forced inefficient use of resources.
Business Challenge Create an environment where:
• All contact centers could work together as one
• Technology was scalable
• Technology could support not only the call center but non-call center employees and executives
Project Approach • Working with client executives, the project team defined a vision for customer service and developed high-level technology requirements that support the vision
• The project team presented the business case to the Board and gained approval
• The team developed RFPs, facilitated vendor presentations, and negotiated contracts
• The team was also engaged to work with the vendor to implement and gain acceptance of the new solution
Business Benefits • In 5 months, the project went from initial discussion of vision to Board request for funding to receiving live calls in the first call center
• Second site was live and operational only 4 weeks after first site
• As result of having clearly defined vision and technology plan client was able to roll-out new solution to the remainder of the organization – over 2,000 employees, a total of 800 call center agents , adding WFM, predictive dialing, and QA monitoring- quickly, using internal staff, at significant savings (ROI to client from consultant services estimated at over 600%)
• Substantially increased customer satisfaction, improved calls/account ratio, and reduced cost of service/account by using improved management information capabilities

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