Case Studies
Across operations, suppliers, and support functions, the focus has been the same: understand the problem, find out what’s really driving performance, fix how work gets done, and deliver measurable results.
These case studies show how those problems were identified and fixed, improving performance, reducing cost, and delivering better outcomes for customers and teams.
£2.4m unlocked through an offshore outsourcing turnaround
The challenge
Multiple hand-offs and unnecessary steps were creating inefficiency and frustration. Teams were siloed, performance varied significantly, and there was limited understanding of what customers actually valued. There was also no clear focus on commercial outcomes.
What was done
Redesigned the operating model within a 53 FTE offshore contact centre, introducing multiskilling and embedding a structured continuous improvement system. Work was simplified, aligned to customer value, and performance was actively managed.
The result
- £2.4m unlocked through sales uplift and efficiency gains
- 14.7% increase in ancillary sales
- 19.6% increase in renewal conversions
- 47.3% increase mid-term adjustments
- 48.2% reduction in transfer rate, cutting total work effort by 45% (~£1m)
- Improved employee engagement and sentiment
Replacing outsource dependency with a £1.1m in-house solution
The challenge
An underperforming supplier was driving increasing indemnity costs, with no clear plan to improve performance. Competitors were outperforming, and there was limited control or influence over the supplier.
What was done
Designed and launched a new in-house third-party capture process to replace the outsourced model. Used rapid experimentation to test, refine, and optimise performance.
The result
- £1.1m annual indemnity saving
- 12% increase in capture referrals
- 11.4% reduction in cancellation rates
A 21% capacity uplift across fraud operations
The challenge
High levels of process waste, increasing inbound demand, and consistently missed productivity targets were limiting capacity. There was no clear or effective performance management framework in place.
What was done
Diagnosed end-to-end issues across fraud operations and co-designed solutions with frontline teams. Implemented a continuous improvement system across 8 teams (69 FTE) and introduced a case ownership model to improve accountability and flow.
The result
- 21% increase in capacity
- 30% reduction in inbound calls
- £342k annual saving
- 7.2% improvement in staff morale
Building problem-solving capability at scale
The challenge
A reactive, firefighting culture with limited capability to solve problems effectively. No consistent approach to identifying and resolving issues.
What was done
Trained and coached colleagues across the business in structured problem-solving techniques, embedding a consistent approach to continuous improvement.
The result
- 180 colleagues trained (14% of the organisation)
- 12 colleagues certified
- £150k delivered in one month through frontline-led improvements
- Reduced complaints, redress, and operational losses
- Cycle times reduced from days to hours
- Significant reduction in audit errors across teams
- Leader time spent on value-add activity increased from 40% to 69%
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