Clients

Scottish Amicable - Restructuring of front/ back office that reduced back office carry over by 55%.

Royal Bank of Scotland - Remodelled credit card operations with over 70% improvement in service levels with no cost increase. Introduced new complaints handling with higher resolution and customer satisfaction levels and new communication strategy.

M&G Investments - Developed and implemented new continuous performance improvement programme that placed them top of external customer satisfaction survey against leading competitors in consecutive months, 2 months after introduction.

Bradford & Bingley - Development and implementation of customer retention contact centre, with reduced costs and 50% improvement in retention numbers.

West Bromwich Building Society - Development of operational strategy and implementation plan to support new CRM enabled contact centre network.

Britannic Money - Project delivery for improved and integrated customer services for transition from First Active to Britannic Money.

HBOS Plc. - Total programme set up and delivery of Group Specialist Lending in just 4 months, including reduction of 1st year operating budget of over £2.5m.

AXA - Increased customer sales conversions by over 50% in under 4 months and improved customer service levels by over 35%.

Prudential - Turned a Capita benchmarking report into practical performance improvement programme in direct sales improving overall performance 30% above expectations and target.

Fidelity International Investments –Project for Operations Sales Performance Improvement and Quality, responsible for the complete
re-engineering and development of a new operating model for their wholesale and retail servicing and sales operations in UK and
India, covering all investment products.

HomeServe Membership Ltd –taking over a Boston Consulting Group efficiency and effectiveness review and turning it into a performance improvement delivery project covering 32 individual initiatives across multiple business areas to provide financial benefits
of over £11m for 2011/12.

Jardine Lloyd Thompson UK Ltd – Implementation Programme for new Customer Delivery Operating Model, taking a wide ranging Ernst & Young review into the inefficiencies of their UK Advised and Non-Advised Insurance Broking business and turning it into a detailed implementation plan and the complete set up of a new "state of the art" centralised multi-channel Customer Management Centre.

Police Mutual Assurance Society – Change management of a very conventional Friendly Society into a commercial and customer focussed environment, developing and implementing a customer contact strategy, to increase sales revenue, improve service, reduce costs and engage with all the relevant stakeholders.

Selestia Investments Ltd (Part of Old Mutual Group) –key project to identify failing operational front and back office performance and risks in a multi funds supermarket environment supporting broker based investment business and then integration with Skandia.

Vodaphone - Developed and delivered operational performance improvement programme in telesales, improving sales to hit stretch targets and project delivery for contact centre integration.

Three -saved customer service centres in the UK and India from meltdown, with over 100% improvement in services levels
and 150% reduction in abandoned call rates.

Telewest Broadband - Developed and delivered performance improvement that increased services levels by 45% and saved
£1.4m of planned additional resource costs.

Bailey Telecom - Development of inhouse sales strategy for new telesales team as part of customer services.

NewVoiceMedia Ltd –Advisory and operational delivery for a niche hosted contact centre services provider, developing
the opportunity, operational solution and running the project to support a new specialist insurance outsourcing service for a
major international insurance broking company.

Mars Drinks, a division of The Mars Group – Lead Generation and Telesales short term consultancy assignment to rationalise the two key areas for business growth for the sale of their KLIX drinks machines and change non converting appointment setting to creating
sales opportunities.

Vivendi - Development of multi-location virtual contact centre strategy and implementation plan.

Rentokil Initial Ltd – UK Contact Centre Operations, Shared Services, re-engineering the multi-channel front and back office customer contact operations for the newly formed UK Shared Service Centre and create a centre of excellence. Saved £1.5m off the existing operational budget.

Parcelforce Worldwide - Development and operation of of new telesales function and development of alternative customer
management strategy saving over £6m.

Thomas Cook Direct - running a project to deliver virtual real time management information, assess impacts of new Alcatel ACD and
telephony set up and to prepare for new IEX TotalView workforce planning system.

General Social Care Council - Streamlining and improvements in Social Worker registration processes that increased daily registration numbers by over 1,500% in less than 30 days.

Legal Services Commission - Full evaluation of legal aid application process and and delivery of process change implementation
plan.

North Ayeshire Council - Development and delivery of integrated halls letting service in customer contact centre.

Youth Hostel Association - Operational assessment to identify cost savings, service improvements and impact of new 'Get Real'
campaign.

Learning & Skills Council – Contact Centre Operations Consultancy as start-up operations knowledge experts to set up the National
Support Helpdesk for the new Government flagship National Apprenticeship Vacancy Matching System (NAVMS).

London Electricity, now EDF - Multi-skilled staff, reducing attrition and absence by over 40% reduced costs and turned customer service teams into sales teams with a 98% conversion rate.

Powergen - Complete change programme for customer contact centres in 3 locations, improved customer service levels by over 70% by introduction of new shifts, skills based routing and team structures.

Three Valleys Water - Developed customer service contact centre and water operations centre, to consistently hit and exceed the regulatory service standards.

Vertex - Development and delivery of operational strategy and integration plan for £345 Eastern Energy contract, also saving over £8m in
planned costs.

Manpower - Set from scratch of contact centre solutions division, including development and introduction of green field 'Best of Breed' award winning multi media outsource contact centre. 4 week review of existing multi partner contract revealed potential savings of £20m.

Brann Contact 24 - Improving dual fuel outsourced telesales campaign conversions from one in twenty to one in three in under
4 months.