Designing a “Concierge” Op model
A premier global automotive brand was facing a misalignment between its product and its service. While their vehicles were positioned as luxury assets for high net worth individuals, their existing customer support operated on a utility style processing model.
The client needed to launch a new dedicated UK Operation that could break this mould. They required a complete operational blueprint that would move away from transactional volume processing and towards a premium ownership experience.
This involved managing the project from the initial strategy phase through to go-live. This was a structural and cultural transformation, not just a digital one, so the focus was on three core non technical pillars.
The operational blueprint – Designing the end to end service standards and workflows, defining exactly what good looked like for a luxury customer
Recruitment strategy – Recognising that standard contact centre agents and temporary staff would not fit the brief, we overhauled the recruitment profile to target candidates with high emotional intelligence and lifestyle management skills and we ran evening open events, led by team managers, to interact with potential candidates in a more natural , conversational method.
The Concierge model – Implemented a service framework on and offshore where staff where empowered to act as a personal assistant to the vehicle owner, rather than just processors of admin tasks.
The Impact – Successfully established the clients enhanced BPO operations, delivering a service that matched the prestige of the brand. Brand alignment- The operation successfully transitioned service delivery to a concierge model, ensuring that support interactions reinforced rather than diluted the brands luxury value. Customer retention- By aligning support with high net worth expectations, the new operation secured high customer trust and loyalty. Operational stability- Delivered a high performing team, with embedded leadership skills, quality framework and metrics and robust understanding and management of risks and issues
The Takeaway – Great service cannot be retrofitted; it must be designed. This study demonstrates our ability to define operational blueprints from scratch. We dont just staff teams, we engineer the culture, standards and processes required to deliver a market leading customer experience
Driving an 85% channel shift in the Housing Sector
A major national housing provider faced a critical operational bottleneck; their contact centre was overwhelmed by transactional calls. The majority of inbound traffic (over 100 fte load) consisted of routine repair requests and chasers and account queries. This volume was not only driving up the cost to serve but it was clogging the lines, making it difficult for vulnerable residents with complex needs to get through. The organisation needed a solution that would reduce reliance on the telephone without alienating their community based demographic.
As an operational leader and product owner, bridging the traditional gap between IT Development and frontline operations, we stepped in , leading the launch of a fully integrated real time self serve portal.
Real time integration – Unlike legacy systems that simply emailed a request to a back office team, this portal integrated directly with scheduling software , allowing residents to book, amend and track repairs in real time.
Customer Centric Design– The interface was built with a user first philosophy, ensuring it was accessible enough for residents with low digital literacy to use confidently
The Impact – The project delivered a fundamental structural shift in how the organisation served its customers, recognised with a “Best Customer Impact Award” in the industry. 85% channel shift for eligible transactions moving from the phone line to the digital portal/chatbot. Cost & Capability – by automating routine interactions, the organisation significantly reduced its cost per contact. Social Value – The efficiency gains freed up hundreds of hours of agent capacity, allowing the team to focus on high value human interactions-specifically supporting vulnerable residents and managing complex cases.
The Takeaway – Digital transformation is not just about buying software, its about operational rigour. By combining deep contact centre experience with digital product ownership, we can turn legacy operations into award winning digital first powerhouses