Our Work

A Private Equity firm needed a plan for scaling a Dental Chain, and a “Playbook” for an aggressive acquisition strategy.  The base business was disorganized and needed a growth platform, process and service redo and technology roadmap to facilitate rapid growth.

LoBue conducted a comprehensive analysis, redesign, and implementation initiative for the organization, covering all process, billing, and service operations. A technology roadmap was developed for facilitating growth.  Additionally, a comprehensive “playbook” for evaluating and pricing acquisitions was developed.  The “playbook” included integration planning and execution for all new acquisitions.  

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The initiative resulted in a comprehensive operating model, with post acquisition integration processes.  Acquisition candidates that did not fit the model were avoided thereby eliminating a past investment issue.  Facilities were successfully re-engineered and processes, service delivery and billing were dramatically improved.  The revised operations were prepared for successful scaling of the business.

• Redesign Billing and collections systems and procedures to eliminate backlogs and dramatically reduce collection cycle times.
• Implement a workforce utilization model which matches resources against daily appointment schedules.
• Improve key operations processes for maximizing efficiency and reducing turnaround times in appointment setting, billing inquiries, and oral surgery schedules.
• Redefine organizational model to support business scaling and subject matter experts in critical jobs.
• Define a daily performance measurement and management MIS process to insure timely execution and client services.
• Develop a tactical technology strategy for filling critical capability voids and leveraging existing investment.
• Develop a “playbook” that measures acquisition candidates against a success model.  Include acquisition Metrix and post-acquisition integration plans.

Workforce Optimization

• Designed and implemented a cross-functional multi-skilling model across select voice-based processes to more effectively manage real-time Agent utilization during intra-day and intra-month volume peaks and troughs, as well as to allow for call volume queue overflow.  
• A process complexity and skills requirements analysis were performed to ensure multi-skilling across like processes.  Total cross-trained staff across the impacted processes exceeded 40%.  Implementation resulted in a 30% increase in Agent utilization.  
• Established a service ambassador function for high volume clinics to ensure client handling and services were meeting standards and to provide real-time reaction to changing client flows and needs.
• Rationalized, standardized, and centralized resource planning for all voice and data-based processes and shift schedule design.  Desktop procedures were developed for each function to ensure on-going management and standardization of the methodologies employed.

Process Improvement

• Redesigned all billing and collections procedures and staffing to dramatically reduce past due receivables and improve day or service co-pays.
• Standardized the Customer experience by delivery channel to eliminate unnecessary and inconsistent activities between voice and online services.  Additionally, implemented e-mail and fax alternative channel delivery options for processing of bulk appointment reminders previously handled by Agents via the telephone.  

Organizational Alignment and Staffing Enhancements

• Developed and implemented “Centers of Excellence” to facilitate the centralized support of:  1) Business Analysis / MIS / Capacity Planning; 2) Quality Assurance and the Customer Experience; and, 3) Training and Development.  Implementation resulted in enhancements to the organization’s ability to more effectively leverage best practices, create ownership for the utilization of world-class methodologies, and standardize delivery of support function services.

Performance Measurement and Management

• Standardized and enhanced the performance measurement, including definition of Key Performance Indicators designed to drive appropriate staff behavior and development of scorecard / dashboard reporting.  Additional objectives included the following:
• Improvement in the availability and quality of information needed to drive management decisions, especially for new clinic integration.
• Leveraging of new performance metrics, including analysis of intra-day and peak time performance versus merely reporting end-of-day and monthly averages.
• Definition of “early warning signals” for potential threats to performance, including spikes in clinic visits.
• Conducted a call center benchmarking analysis against the Purdue University (U.S.) Benchmarking Database to identify major performance and operational gaps and identify solutions for implementation.  Activities included facilitation of internal data collection activities and definition of desired peer groups for comparison and analysis.

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Target company is an open intelligence repository and platform that unlocks the power of Vertical Search in a highly scalable and profitable way. The target company platform is designed to provide a safe and secure environment to consume sector specific real-time data intelligence

Their current objective is an $3M raise to facilitate a five-year growth plan  

The LoBue team worked closely with target company executive management in reviewing and assessing the operational strategy, corporate structure, as well as financial model including business growth.

As part of the four-week due diligence process, LoBue evaluated the target in the context of organization and corporate structure, operations analysis, products and services, financial analysis, and regulatory compliance from a competence and maturity perspective resulting in a rating of Emergent, (level two on a scale of one to five).  

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The initiative resulted in Private Equity Client moving forward with three Million Dollar investment in current round.

High-level Review and Recommendations:

• Vetted and expanded target’s forecast for five-year plan, with driver details.
• Performed competition review of similar companies and products.
• Corporate structure review identified deal structure action items for client.
• Reviewed target company products and services and readiness for delivery.
• Evaluated sales, go to market plan and applicable benchmarks.
• Developed five-year organizational growth plan.
• Prepared Sources and Uses Statement to provide LoBue client with expected cash flow demand, as well as identifying potential challenges and opportunities.

Select Detailed Recommendations:

• Key Positions are needed for primary functions, including Technology, Security, Business Development, Sales, Operations, Human Resources and Finance/Accounting.  
• It is possible that management has underestimated the number of staff required in future years.  However, the financial impact of adding additional resources is negligible.  The important consideration for management is to stay ahead of the curve to ensure no service problems.  
• It is our opinion that user acquisition will require additions to the current staff model for Marketing, Sales, and Business Development to keep up with the significant increase in leads.  
• Develop a tracking and reporting methodology for the entire customer pipeline. This will provide valuable information for sales performance, expected resource planning, and allow executive management to understand opportunities which might get stalled or delayed.  
• Target will need to be cognizant of all search engine results in order to reach the vast audience that their financial plans require.  The market development plans must ensure that their search parameters include up-to-date awareness of key words being used by potential customers.
• In order to support the technology/operations objectives, hiring of needed staff/contractors should occur immediately after fundraising.
• As the IT Help Desk Support is implemented, the feedback processes into the Product development team should be defined so there is adequate understanding of product enhancement opportunities. This offers an opportunity to institutionalize a continuous improvement mechanism that will inform and prioritize methods to enhance customer experience, delivery capabilities and product functionality.  
• Develop onboarding process and procedure.
• Identify back-up resources for all key management positions.
• Define the targeted outcomes and key results and track the actual performance for the employee and help them in their development plan.  
• Management should develop a detailed user acquisition plan and monitor this plan weekly in order to ensure it hits the forecasted totals.  On a monthly basis, for example, review user assumptions for any modifications.
• Clarify the Cap Table and what divided and voting rights go with each type of stock.  

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On behalf of a private equity client, LoBue conducted a comprehensive operational and financial review of all company functions and processes, starting with sales management and going through billing and collections.  

Target is a vehicle relocation firm that includes movement of vehicles between vehicle manufacturers, finishers, dealerships, purchasers, and other parties, usually across relatively short distances.  

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The initiative resulted in investment of $1.6M which then resulted in a 4.6x return in 18 months as the target was acquired by a strategic partner.

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High-level Recommendations:

• Performed two-day on-site review with client and leadership team. Excellent discussion on forecast model structure identified strategic model flaws which we were able to work with Target CEO and CFO in corrected and providing a  
• Hire COO who can manage scaling the organization, develop professional services and develop training programs for internal staff and drivers.
• Hire a consultant who can work with management in determining the pricing strategy for the target software and the driver-away billing.
• The target system is built on Salesforce’s force.com platform.  This is very scalable and secure.  Additional modules offered on this platform can be added and/or interfaces with the end goal of a fully integrated system.  For example, force.com offers a financial system that management believes would be satisfactory for them.
• Insurance costs are a material cost.  Review alternatives to reduce premium costs and develop analysis to review root cause of all claims.
• Risk that the current funding round is sufficient to support planned and not yet planned growth.
• There is a risk that the independent contractor status will be disallowed, and all drivers will have to be employees.  See articles in Appendix.
• There is a significant client concentration in 2020.
• While challenging for a growing business, an opportunity exists to reduce corporate card transaction and factoring fees (both @3 percent).  Might look to replace factor with traditional bank financing.
• Consider dynamic pricing, where depending upon traffic and client demand, pricing goes up or down (within a range).

Select Detailed Recommendations:

• Contact Center staff will grow at a rate consistent with the number of drivers and overall business volume.  Currently, the number of contact support staff is estimated based on revenue.  The number of staff should be based on the activities (calls, email, follow-up, admin work, etc)
• There is a risk that the independent contractor status will be disallowed, and all drivers will have to be employees.  See articles in Appendix.
• Enhance current performance management system to meet not only short-term resource levels, but intermediate and long-term resource levels.
• Position descriptions should be updated and/or developed to ensure all parties have a clear understanding of their key and secondary responsibilities.   Many of the new administrative positions are new and/or changing, requiring a clear understanding for all.
• Focus on client-facing office and field positions, from sales through client customer support.  This should be well documented in flow chart and functions so clients (at different levels) don’t get caught in a place where not getting highest level of service and support.
• Longer term Draiver may want to acquire some of the drive-away companies and/or brokers and utilize its technology to ramp up their margins.
• Strategically Draiver may want to withhold the software from brokers, so they do not use the power of the AI engine against Draiver and its clients.
• Identify what is necessary to acquire and grow the clients who are estimated to have significant annual revenue opportunity.  Consider adding Sales resource to focus on these.
• Begin to explore introduction of software in other countries, India, Europe, etc.
• Develop a formal client call plan and utilize CRM functionality to record client and prospect interaction.
• Consider including a minimum number of trips (at a rate) or revenue target in client contracts.
• Consider requiring EDI / API’s as a contract requirement to realize immediate productivity.
• Perform root cause analysis on trip data receive during customer service calls and emails.  Develop on-going process for analysis and repair.
• Think about value in driver and customer satisfaction programs.  This might include some type of rewards program for long-term, accident-free commitments (people love “stuff” like hats and shirts or driving-related such as driving gloves, seat pads, etc.).  This is an easy process through a third party.
• Look at metric to understand driver utilization.  This would be hours driven over hours available to drive or could be over total hours target provided driver to work trips.  
• Look for small, lower cost town in current state.  Utilize home and part-time staff who are looking for this type of position.

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Target is an emerging software company in the Mortgage Banking Space.  Headed by two industry veterans who desire to take the industry “lead generation” to the next level.  Their application is anchored in a database application which collects and uses consumer loan data to focus research on developing leads for Mortgage Bankers.  Established in 2018 and self-funded by investments from the two owners, target has reached the stage of BETA proof of concept and is now poised for go to market after a $6M funding round.

They have commitments for two $500,000 investments from Industry participants, one is from a top executive at PRMG, their strategic partner for BETA test.

We assign an overall Competency/Maturity rating of 3 to target.

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The initiative resulted in Private Equity Client moving forward with $5M investment in current round.

High-level Review and Recommendations:

• Worked with target’s accountant to build out forecast for five-year plan and tie-out all historical payment and cap table investments.
• Performed market segmentation and detailed competitive analysis.
• During our research of the Traditional Mortgage Bankers space, we were fortunate to have a video interview with a top executive in the traditional bankers’ space.  While our agreement was not to mention his Company or his name, we can report that he is a 20-year veteran of this space who has risen from a Mortgage Banker to a top-level position managing a large geographic area for his company.  
• Interviewed current and past clients for better understanding of client service and client ROI during beta test period.
• Our deep-dive technology assessment validated the system flow, IT Architecture and database assumptions and roadmap development.  
• Reviewed target company products and services and readiness for delivery.
• Prepared Sources and Uses Statement to provide LoBue client with expected cash flow demand, as well as identifying potential challenges and opportunities.

Selected Detailed Findings and Recommendations:

• Because target has been developing on a shoestring budget the organization is very immature.  Buildout of the structure and key positions is a post funding imperative.
• One possible concern is the current management, believing they can do it all.  While they have shown great capacity thus far, they are not adept at scaling a process intensive organization and must recruit the right executive to run support and service operations.
• It appears that some of the forecasted positions may be overstaffed, while other roles require additional staffing to support GTM and other early manual activities.  
• Developed forecasted organization charts for the years 2023 and 2025
• As the company scales, the planned automation of human intervention in the Onboarding and customer service areas will be a critical success factor.
• Document the current detailed on-boarding process to understand the time required (actual time and elapsed time) to on-board new clients as part of the GTM plan. During our client interviews, the onboarding process was identified as long and challenging.
• A senior manager, who has relevant experience scaling a process and client service organization will be important to success.
• A better IT roadmap which is more granular in linking tasks to resources, timing in man-months for each task, and linking same to the monthly financial forecast is important.
• The proprietary client-facing CRM module appears to be a key product differentiator and should be a priority development item along with strong feedback loops from Bankers. This module will benefit clients and target leaders in understanding activity and reporting key metrics.
• Addressing the smaller organizations that are Mortgage Brokers may be an extension of the current product with minimal system enhancements.
• A user council is highly recommended to ensure target stays on the cutting edge of Industry needs/trends.
• End-to-end technology will be important to ensure excellent service and keeping service and support efficient and cost-effective.
• Include all reasonable product stream revenue in Forecast Model, including subscriptions, database access for large clients, and LMS in forecast model.  Also consider ancillary services, such as professional services and call center support.  
• Currently target is providing many more leads at the given level of monthly fee. Review the relationship between pricing structure and the number of leads generated.
• A full review should be carried out for insurance requirements, specifically cyber and business interruption coverages, for example.
• Products and Services need to be carefully tracked as the business scales, so the support staff is adequate to insure seamless operations and service delivery.  
• Sales and Marketing resources in the financial forecast may be overstated, as well as technology after 2023.
• The current approach of keeping out of Mortgage Industry regulatory and compliance regulations is a very good strategic move.  However, with the ever-changing Consumer protection legislation at both the Federal and State levels it will be important to follow developments carefully. As target grows, the necessary development of company policy to avoid reputational risks and negative social media posts is important.

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Target company is a Crypto centric White-Label B2B2C Fintech Platform founded in 2018 in the United Kingdom.  They are focused on being a Business-to-Business provider of Fintech services through a managed services model.  

Their current objective is an $11M raise to facilitate a strategic acquisition, (EMI), and fund operations in anticipation of a planned IPO.  LoBue client’s investment is a majority of this investment round.

As part of the four-week assessment review LoBue evaluated the target company in the context of organization and corporate structure; operations analysis; products and services; resulting in a rating of Integrated and Mature (four on a scale of one to five).

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The initiative resulted in Private Equity Client moving forward with three to four Million Dollar investment in current round.

High-level Review and Recommendations:

• Vetted and expanded target’s forecast for five-year plan (no plan existed when we started our review).
• Staffing ramp identified need for target changes for staffing plan supporting technology roadmap resource demands.
• Presented review of UK and US compliance considerations.

• Developed detailed competitive research for direct competitors.
• Our organization and corporate structure review resulted in accountability and span of control improvement recommendations.  Corporate structure review identified deal structure action items for client.
• Reviewed target company products and services and readiness for delivery.
• Prepared Sources and Uses Statement to provide LoBue client with expected cash flow demand, as well as identifying potential challenges and opportunities.

Select Detailed Findings and Recommendations:

• In reviewing the organization chart provided, we recommend rationalizing the current organization structure to reduce the CEO’s span of control and provide more direct accountability and focus on the manager and team levels.
• Given the ramp-up in lending revenue, it is important to have tight control over client on-boarding and cryptocurrency wallet management.  In the beginning this will be a combination of staff and automation.
• Given their experience with both large and smaller customers, management has shifted their client acquisition focus more toward larger clients.  From a risk management viewpoint, it is important to understand the possible risks of a too concentrated client base.
• With the marketing shift to larger clients, operations and especially client services may have to be re-evaluated to provide client focused teams to tailor services to individual clients.
• Operations planning is important in scaling for growth.  Onboarding with proper training is imperative to avoid process disruptions and client service issues.

• Disaster recovery for both technology and process operations should be developed with periodic reviews, updates, and testing routines.
• If not already in place, management should develop a detailed roadmap for all future development activities to ensure proper technology resources are assigned and timing and cost of completion is segregated at the task level.
• A technology disaster recovery plan for all systems, networks, and physical space should be developed, with periodic updates and tests.
• With significant cryptocurrency deposits, and deposit lending and crypto lending to partner, focus should be made on defining, selecting, and implementing real time monitoring tools to ensure down-side triggers are available to avoid any unnecessary losses.  
• Currently the Impairment balance is a negligible percent of the lending balance.  Management should consider performing a more detailed review by LTV ratio, cryptocurrency, and customer type.

• Given compliance approval, required reserves should be reviewed and included in budget.

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Target is a growing technology company that is well positioned to take advantage of a key market opportunity as businesses are more engaged in the crypto currency and digital asset ecosystem.  Target company’s planned launch is in 2022 and expects to grow rapidly.  Raise of $6M to capitalize the company and meet strategic objectives.

As part of the four-week assessment review LoBue evaluated the target company in the context of organization and corporate structure; operations analysis; products and services; resulting in a rating of Integrated and Mature (level four on a scale of one to five).

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The initiative resulted in Private Equity Client moving forward with $6M investment in current round.

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High-level Review and Recommendations:

• Vetted and expanded target’s forecast for five-year plan, with full driver details.
• Reviewed and upgraded the target’s RTS-7 Compliance Assessment.  We view this as a measurable indication of target’s “go to market” readiness.

• Our technology assessment affirmed that significant development has been done to ready the target “eco-system” for launch.  We have reviewed and updated the target’s technology roadmap, including estimated remaining work effort.
• Reviewed target company products and services and readiness for delivery.
• Evaluated sales, go to market capabilities, and competitive positioning.
• Prepared Sources and Uses Statement to provide LoBue client with expected cash flow demand, as well as identifying potential challenges and opportunities.
• Worked with target to define a more detailed set of performance measurement KPI’s, metrics, and activity indicators for better understanding of post-launch performance.

Selected Detailed Findings and Recommendations

• Focus on very good execution so that their reputation will be a key driver for expanding client and market opportunities.
• “White-glove” customer service is essential for all clients. Keeping ahead-of-the-curve, while scaling will minimize potential service challenges.  
• Development of the CRM- customer service system, currently in their roadmap, should be a high priority.
• As a high percentage of revenue will come from cryptocurrency trading fees, the expansion of tradable coins should be a high priority.
• Management should utilize the already developed Crypto Drivers as part of daily, weekly, monthly, and year-to-date reporting.  

• Given the technology roadmap development, cash burn, and required regulatory balances, it is imperative that the use of funds be carefully monitored and updated regularly.
• Given the realities in the competition for engineering and programming assets worldwide, the focused recruitment effort should carefully monitor and updated as required.
• Ensuring that regulatory compliance is bullet-proof is an imperative to avoid the very significant fines that the banking industry has suffered over the last several years.

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On behalf of a private equity client, LoBue conducted a comprehensive operational and financial review of all company functions and processes, starting with sales management and going through billing and collections.  Simultaneous with our review, we identified and negotiated multiple bolt-on acquisition targets to round-out the company’s product offering and tool set.

Already in a leading position in distributed systems conversion to the cloud, the company recognized the need to add main-frame Cloud services to provide a comprehensive Modernization platform for corporate clients. Automated tool sets with the ability to migrate systems more efficiently and predictably than manual-based methods was at the core of the company’s “Modernization” strategy.  

Additionally, its hyper scale big data product, presented a leadership position in ingesting data at higher speeds than the leading, more recognized providers.

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The initiative resulted in investment raise of $40M from strategic and private equity investors.  In addition, the program included the following key achievements across the business globally.

High-level Recommendations:

• Developed full organization structure for transformation opportunities in sales; marketing; business development; service delivery; operations; finance; and accounting.
• Developed enhanced sales management process and sales funnel to forecast opportunities by sales channel, including expected accretive sales from acquisitions.
• Developed service support forecast model, by role, with a goal of maximizing offshore technical engineering skills.  

• Develop end-to-end process mapping, improving key operations processes for maximizing efficiency, reducing customer turnaround time.
• Enhance existing forecasting model to identify channel growth and incremental resource requirements over multi-year timeline (including all acquisitions, products and services).
• Implement strategic acquisition plan for bolt-on products and services.

Select Detailed Recommendations:

• Improve tracking of the entire pipeline process including assigning estimated close and start dates and aging.  This will provide valuable information for sales performance and expected resource planning.  
•  Update CRM software to meet data capture and report needs (including metrics).
• Review each role and look to migrate capabilities to the low-cost service center.
• Given the pace of activity subsequent to close, it will be extremely important to establish the finance and accounting team.  

• Implement end-to-end accounting system, including funnel management, tradeshow management, pre-billing, time recording, project management and profitability, project billing, and financial and cash reporting.
• The chart of accounts and related reporting should be changed to meet GAAP requirements.
• It is recommended that the company employ licensing management software to manage the cost, allocation, and renewal of all COS and SGA software licenses. This will result in bringing compliance current and significant savings on a go-forward basis.
• Conducted a complete organizational analysis, including position rationalization, review and modification of staff spans-of-control, and development and implementation of career-pathing models.  

Product and Strategic Acquisitions

The target business plan, and primary rationale for current funding, is based on the need to rapidly build out the company’s infrastructure and capabilities for cloud migrations and big data.

A significant component of this strategy is an aggressive acquisition program to:

• Support the buildout of the infrastructure.
• Acquire human resources capabilities which solidify and grow the company’s base to dominate in “Cloud migrations”.
• Acquire companies that complement the Modernization and Big Data platforms in place.

• Prepare for significant compound revenue growth.

A set of early acquisition targets have been identified to achieve these objectives.  Four acquisitions were completed within 12 months of capital raise.  

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A major US based Mutual Fund Company was experiencing delays in their processing center which was causing corresponding issues in customer services.  LoBue Group was engaged to assess the situation and recommend and implement changes to alleviate the issues.  LoBue Group found inconsistent process routines between Mutual Fund Family Groups and varying end to end process times.  A result the contact center had difficulty answer client issues in a consistent manner.

• All processing delays were eliminated in the input center with over 99% same day processing.
• The input center productivity improved over 30% allowing for significant new volume absorption.
• Contact Center turnaround times and first call resolutions were dramatically improved with first call resolutions going from 60 % to over 95%.
• Call times were reduced over 25%.
• Upon completion of implementation a direct expense reduction of $4.0 million was achieved along with new volume absorption over 20% and reduction of contact center calls of 30%.

• Centralize all processing into one service center with standard end-to-end processing and same day execution for all transactions.
• Extend the processing center operating hours to allow for late arriving items to be processed on a same day basis.
• Develop new MIS for all processing center activities to insure efficient processing and quick adjustments for out of standard activities.
• Develop new marketing program pre-launch review with Processing Center and Contact Center management to insure proper preparedness for increasing new volumes.
• Develop a universal agent profile with increased authority for all Contact Center staff through the implementation of new cross-training programs to foster improved first call resolution rates.

The Asbestos health claims crisis caused the need for the Insurance Industry to address the problem in unison.  Legacy policies for many industrial companies were written by several Insurers clouding who and which policy covered individual claims.

The potential liability was not known but was feared to be the largest Insurance Industry liability in History.

The Industry created a Consortium Group to define the issues and assess how to approach the resolution.

The President of the Consortium engaged LoBue Group to lead the evaluation of the Liability dimensioning and to design and implement a operating facility to prototype resolution processes.

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LoBue completed an extensive correlation and regression analysis and model development showing the time and cost of remediating the expected claims on a yearly basis and variable assumptions on aggressive resolution vs defensive resolution timelines.

A prototype processing facility was implemented and selective claims were processed through the facility to gain insight into the expected broarder liability processing costs and time to remediation of 90% of the expected cases.

The LoBue analysis showed that an aggressive approach to remediation would dramatically increase liability payments in the short time.  This would quickly overwelm total Industry reserves and create a liquidity crisis.

LoBue recommended and the Consortium accepted a standardized process for claims handling and liability sharing.  Along with this it was determined that a cautious approach to Remediation was necessary to spread the timeline of settlements and better understand the reality of the "Real Liability".

The Consortium facility was eventually disbanded when all analysis was completed and underlying issues were fully understood.

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Conduct a detailed Policy review and build a model to assess the extent of possible claims by policy and by timeline to determine the liability over the expected life of the claims.

Design a prototype processing center to test and develop resolution processing and remediation practices best suited to minimalizing the cost of resolution.

Provide an array of possible outcomes for review with the Industry leaders to decide on a specific course of action.

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The largest bank in their market was void of any discernable Affluent banking proposition for its most profitable retail customers.  Business focused on “local” or branch customer ownership leading inconsistent best efforts “VIP” treatment.  Segmentation policy built on loose rules which did little to capture opportunities against existing or external to bank Affluent segment.  Bank’s channels and fulfillment operations failed in meeting acceptable TAT’s causing customer frustration.  Affluent customers consistently sought servicing from other market players, mainly int’l banks, causing asset erosion or many cases total customer defection.  Bank management invited LoBue to assess current situation and develop a strategy and rapid tactical deployment model to realize opportunities within the Affluent banking market.

The largest bank in their market was void of any discernable Affluent banking proposition for its most profitable retail customers.  Business focused on “local” or branch customer ownership leading inconsistent best efforts “VIP” treatment.  Segmentation policy built on loose rules which did little to capture opportunities against existing or external to bank Affluent segment.  Bank’s channels and fulfillment operations failed in meeting acceptable TAT’s causing customer frustration.  Affluent customers consistently sought servicing from other market players, mainly int’l banks, causing asset erosion or many cases total customer defection.  Bank management invited LoBue to assess current situation and develop a strategy and rapid tactical deployment model to realize opportunities within the Affluent banking market.

The largest bank in their market was void of any discernable Affluent banking proposition for its most profitable retail customers.  Business focused on “local” or branch customer ownership leading inconsistent best efforts “VIP” treatment.  Segmentation policy built on loose rules which did little to capture opportunities against existing or external to bank Affluent segment.  Bank’s channels and fulfillment operations failed in meeting acceptable TAT’s causing customer frustration.  Affluent customers consistently sought servicing from other market players, mainly int’l banks, causing asset erosion or many cases total customer defection.  Bank management invited LoBue to assess current situation and develop a strategy and rapid tactical deployment model to realize opportunities within the Affluent banking market.

The LoBue Group was engaged to develop a growth platform for a 13 Clinic Dental Health Care Chain aimed at being the foundation for a clinic “roll-up” to 200 facilities.

The enterprise doubled the number of clinics, 13 to 26, within 90 days of the 6-month engagements completion.  The Pre-acquisition and post-acquisition “Play books” were utilized and proven in the later transactions.

The modeled 200 clinic chain shows a +/- $20,000,000.00  operating expense reduction from the 13 clinic baseline, aligned to the exit strategy expected to result in an a successful IPO or acquisition by a competitor chain.

Developed a pre-acquisition “Play-Book” to focus the acquisition strategy on candidates that meet prescribed Revenue, Line of Business, Geographic Location and Acquisition Cost parameters.

Delivered a post-acquisition “Play Book” that detailed post closing activities to bring new facilities into current network, with consistent customer service, process, employee training, technology, line of business refinements and management and reporting criteria.

Evaluated existing systems and developed a “Technology Roadmap” for taking the business to 200 clinics.  Assisted in vendor review and selection.  New accounting, contact center, human resources and business management platforms were selected.  Innovations for future technology considerations were specified including mobile applications for appointments, and billing/payments.

Developed a line of business and “public vs private clinic” evaluation tool which supported the strategy to de-emphasize “Public Clinic” acquisitions.

Delivered a volume, type of service and clinic utilization rates model which guided the same store sales objectives and focused on future Enterprise Value.

Laid out an enterprise management structure evolution model to take the firm from 13 to 200 clinics. This included Clinic supervisory and management staffing, district and regional management, change management, technology management, human resources and training management, and doctor and clinician management, recruitment and training.

This boutique Islamic Banking institution needed to develop a suite of products and services that would encourage new and existing customers to maintain or deepen their relationship with the bank.  The account opening process was very complex including 19 documents, 43 signatures (internal and customer) and 34 stamps, with other services (ATM, Mobile Banking, Internet Banking and SMS) provided to the customer via separate applications and only upon customer requests.  Consumer credit origination processes (various Murabaha, Musawama and Credit Card offerings) were complicated with excessive documents and signatures.  Credit turnaround times exceeded market standards for both Conventional and Islamic products and services, rendering the bank uncompetitive with prime customers.  

The processes behind each of the products were built on the legacy of Conventional Banking, incorporating market practices of the leading conventional banks while adding additional layers of processing to meet the sometimes not universally agreed upon requirements of a specific Sharia Board. This led to inefficient with redundant processing and authorizations, excessive handoffs and an inordinate number of non-value added steps.  There was also an abundance of internal bureaucracy imbedded within the processes, resulting in a high level of documentation for audit tracking purposes.

These deficiencies led to turnaround times of up to six days for some applications, but with no existing reporting mechanism in place, there was no way to track or correct these deficiencies before they negatively impacted the Customer Experience.

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• Enhanced customer relationships enabled by standardization of products, processes, KPIs and SLAs.
• Automatic inclusion of various “sticky” channel products at the Account Opening stage ensuring longer lasting deeper relationships with customers as well as supporting the migration of customer transactions from high cost (branch) channel to lower cost (digital / alternative) channels.
• Reducing variability and complexity of product setup resulting in improved processing efficiency and lowered turnaround times.
• Streamlining credit approval process without degrading risk mitigation and decision making parameters.
• Significant TAT and cost savings achieved in lending processes by reducing Non Value Added steps by 90%, eliminating 22% of documents and reducing required signatures by over 50%.
• Customer TAT reduced by 46% for Account Opening and 59% for Credit Cards.
• Auto Finance TATs reduced to one day from original six with Personal Finance down to two days from original four.

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• Re-engineered product setup to ensure all new customers are automatically enrolled with SMS and Mobile banking access at the account opening stage. This included completing and verifying registration on the chosen device before the customer left the branch.
• All liability accounts opened with ATM card assuring lower cost ATM and CDM access. With cards created and embossed in real time at the branch, branch staff were able to walk the customer through their first deposit at the ATM to better encourage this channels usage, especially among more traditional customers who would normally favor Tellers over machines.
• The enabling of Internet and subsequent IVR Registration (via the internet) to better enable Call Center functionality.
• Optimized the use of existing technology including Electronic Signature Pads, Wireless Card and PIN terminals and the Automated Queuing solution to enhance customer service while increasing ROI on previously underutilized technology acquisitions.
• Rationalized application forms eliminating duplicate fields, removing unnecessary information and significantly reducing multiple customer and internal signatures.
• Eliminating unnecessary stamps and duplicate checking on required documentations, relying instead on automatically captured systems records.
• Document generation initialized at deal creation stage reducing the number of required customer visits.
• Combining duplicate credit approval processes into one consolidated approval.
• Implementation of turnaround time tracking reports in order to communicate and track service expectations to customers.
• Synchronizing internal departments work schedules and efforts by aligning automobile sales offices with bank and dealership hours.

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The client had a private ATM network with $100 million in revenue and $99 million in direct expenses.  The business, one of three major players in the private ATM network sector, was operating as a separate division within the Client organization and was on the Balance Sheet for $85 million.  The Client doubted they could sell the business for a profit in its current state.  The division management wanted to expand the business, which required significant capital investment with a high risk outcome and the plan was based on internal assumptions not backed up by competitive analysis or sound revenue projections. The CEO asked LoBue to review the strategy of the Business, assess the competitive situation and recommend possible solutions for the dilemma.

LoBue performed a survey of the industry and major competitors, and a scan of small to medium competitors.  The analysis showed the business proposition going forward was clouded by the significant trend to cashless payments, such as 60% of Starbucks purchases moving to plastic.  Other trends suggested that the ATM private network business would be a mature commodity business at best.  Further, LoBue conducted an assessment of the internal operations of the business and found a somewhat inefficient operation.

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The parent company CEO took the LoBue analysis to a major competitor and, with the restructure plan as an aid, sold the division for $155 million. The new capital allowed for the purchase of a card based enterprise that was growing at a significant compound rate.  This materially improved the company's Market Cap.

LoBue recommended that the plan for expanding the business be abandoned as it was too costly.

LoBue recommended a restructuring of the Business based on the internal assessment,  targeting a $7 to $8 million expense reduction while maintaining the current revenue base.  Strong belief in this proposition led LoBue to offer to purchase the business for book value if the management could not find another solution.

A  business process outsourcing firm providing direct to Consumer and  Business- related contact center and back-office processing solutions for major global brands needed to re-structure its organization and rationalize its processes, with the  objective of developing a “best- in-class” operating model across  its global  outsourcing network.

LoBue conducted a comprehensive analysis, redesign, and implementation initiative for the organization, covering operations consisting of over 3,000 management and staff across eight facilities in the United States, Canada, and India.

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The initiative resulted in direct savings of over $10 million in annual operating costs for the organization.  In addition the program yielded the following key achievements across the business globally.

Delivery Model Enhancement

• Designed and implemented a global operating model, resulting in the consolidation of operations centers and the migration of call volumes and processing functions to more cost-effective facilities.
• “Insourced” voice-based processes and associated call volumes that had been contracted out to an external service provider for business continuity, overflow, and escalation purposes.  Key activities included the phased migration of call volumes to multiple internal facilities; design of a new internal business continuity plan; development of training programs and facilitation of training for new Agents; and, up-skilling of select Agents to reduce call volumes requiring escalation. Total call volumes migrated from the external service provider were in excess of 500,000 monthly.  Implementation resulted in the reduction in the cost per call in excess of 50%, as well as increased control over service delivery.
• Migrated multiple voice and data-based processes and volumes from three U.S. locations to the organization’s India facilities, as well as consolidated U.S.-based operations, including the closure of one U.S. operations center.  Key activities included definition of the onshore / offshore delivery model; evaluation of regulatory, reputation, and risk considerations associated with the offshoring of sensitive processes; rationalization and improvement of all processes prior to migration; phased migration of processes and volumes to multiple locations; development of Key Performance Indicators to track and monitor success of process migrations;  development of training programs and facilitation of training for new Agents and Processors; and, creation of a change management and communications plans for impacted U.S. staff.  Total workload equivalent migrated to lower cost facilities was in excess of 200 F.T.E.  Implementation resulted in the reduction in the cost per call/transaction, greater ability to leverage economies of scale, and standardization of service delivery through centralization of processes.
• Designed and implemented an enhanced customer care platform to support B2B customer service functions, including identification of opportunities to more effectively leverage decentralized service units, as well as development of a support framework for performance management and quality assurance.
• Designed and implemented a centralized and integrated contact center support model to service IT-related user problem and service request reporting, as well as perform user administration management.  Implementation resulted in the consolidation of numerous decentralized internal help desk functions, (both formal and informal), thereby creating a single point of contact for end-to-end problem resolution and service request fulfillment within the organization.
  

Workforce Optimization

• Designed and implemented a cross-functional multi-skilling model across select voice-based processes to more effectively manage real-time Agent utilization during intra-day and intra-month volume peaks and troughs, as well as to allow for call volume queue overflow.  A process complexity and skills requirements analysis was performed to ensure multi-skilling across like processes.  Total cross-trained staff across the impacted processes exceeded 20%.  Implementation resulted in a 15% reduction in staffing requirements and a 30% increase in Agent utilization within the impacted process.  Additionally, the organization achieved enhanced scalability, improved ability to meet contractual service level requirements, and new career-pathing opportunities for staff.
• Designed and implemented part-time staffing models across select voice-based processes to better align staffing levels to business demands.  Total part-time staff across impacted processes exceeded 15%.  Implementation resulted in a 10% reduction in staffing requirements and a 20% increase in Agent utilization resulting from more optimal staffing within the impacted processes.
• Established a real-time adherence / floor management function to monitor and manage service level delivery, line requirements, Agent breaks, intra-day resource allocation of multi-skilled staff, and crisis / emergency situations.
• Rationalized, standardized, and centralized resource planning for all voice and data-based process, including volume forecasting, capacity planning, and shift schedule design.  Desktop procedures were developed for each function to ensure on-going management and standardization of the methodologies employed.
  

Process Improvement

• Conducted a process rationalization review across all locations within the outsourcing organization to identify productivity and efficiency opportunities, as well as eliminate non-value add activities and identify areas for standardization.  Rationalization included the documentation of all key processes within the organization globally.
• Designed and implemented a data entry automation initiative to eliminate manual printing of data records, institute exception-based processing, and reduce redundant data entry functions.  Key activities included the design of functional specifications, facilitation of technology development activities, execution of user acceptance testing, and technology rollout.  Implementation resulted in a reduction in process time per transaction from 90 seconds to 20 seconds, resulting in productivity improvement in excess of 60 F.T.E., as well as a reduction in error rates.
• Developed and implemented a comprehensive problem management process for effective escalation, tracking, and reporting of customer problem resolution activities.  The model included standardization of problem severity level classifications, definition of organizational roles and responsibilities, design of escalation paths, and implementation of a problem ticketing tool to support the process.
• Standardized the Customer experience by delivery channel to eliminate unnecessary and inconsistent activities between voice and online services.  Additionally, implemented e-mail and fax alternative channel delivery options for processing of bulk requests previously handled by Agents via the telephone.  Implementation of both initiatives reduced Average Handle Time for Agents within select processes.
  

Organizational Alignment and Staffing Enhancements

• Developed and implemented “Centers of Excellence” to facilitate the centralized support of:  1) Business Analysis / MIS / Capacity Planning; 2) Quality Assurance and the Customer Experience; and, 3) Training and Development.  Implementation resulted in enhancements to the organization’s ability to more effectively leverage best practices, create ownership for the utilization of world-class methodologies, and standardize delivery of support function services.
• Conducted a complete organizational analysis, including position rationalization, review and modification to management to staff spans-of-control, and development and implementation of career-pathing models.

• Established attrition management and retention programs, including redesign of recruitment, hiring, training, and retention processes.  Activities included identification of the prospective employee experience, re-sequencing of decisioning activities within the hiring process, prototyping of psychometric testing tools for candidate short-listing, and analysis of compensation plan modifications and enhancements.
  

Performance Measurement and Management

• Standardized and enhanced the performance measurement and management system across the global organization, including definition of Key Performance Indicators designed to drive appropriate staff behavior; development of scorecard / dashboard reporting; definition of  performance targets; establishment of upper and lower controls (tolerance levels) to focus analysis time and effort on the areas of performance weakness; and, institution of root-cause analysis methodologies.  Additional objectives included the following:
• Improvement in the availability and quality of information needed to drive management decisions, thereby eliminating the need to constantly design reports and decide what to measure.
• Minimization of staff time associated with gathering, verifying, documenting and interpreting data, as well as time spent preparing various reports and distributing them (estimated reduction in time equivalent greater than 50 F.T.E.).
• Leveraging of new performance metrics, including analysis of intra-day and peak time performance versus merely reporting end-of-day and monthly averages.
• Definition of “early warning signals” for potential threats to performance, including the development of “leading” indicators to support the more typical “lagging” indicators.

• Conducted a call center benchmarking analysis against the Purdue University (U.S.) Benchmarking Database to identify major performance and operational gaps and identify solutions for implementation.  Activities included facilitation of internal data collection activities and definition of desired peer groups for comparison and analysis.
  

Technology Infrastructure Evaluation and Implementation

• Assisted with vendor evaluation / selection and implementation of critical call center technologies, including Workforce Management Software and Call Quality Monitoring Software.
• Installed an automated tracking, monitoring, and management tool to organize and present all Agent and process service performance information from a single source and compare actual performance data to established targets.
• Evaluated additional call center technologies and performed cost-benefit analyses for Computer Telephony Integration (CTI), Customer Relationship Management (CRM), and speech-enabled IVR technology.
• “Insourced” the on-going management and maintenance activities for an externally managed IVR application and data transcription technology.  Total call volumes handled by the IVR exceeded 100,000 calls per month and included multi-language requirements.  Implementation resulted in a reduced cost per transaction, more effective control over service delivery and trouble-shooting activities, enhancements to functionality, and savings in excess of $500,000 annually.
• Analyzed and implemented enhanced system and telephony infrastructure requirements to support call migrations between facilities and the insourcing of externally managed contacts.
• Designed and implemented an enhanced imaging technology infrastructure to facilitate migration of paper-based processes between facilities.

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A major money center Trust and Investment Bank was experiencing lost revenue opportunities due to insufficiently trained sales staff in their Unit Investment Trust Business.

The high technical requirements for successful sales persons were inhibiting recruitment of new sales persons and limiting the Business expansion opportunity.

LoBue Group was engaged to review and evaluate how to improve on existing sales persons productivity.

The implementation of all recommendations was completed in 6 months with the following results:

Existing Sales person productivity was improved by 100%.

Reduction in lost sales created a 30% increase in new business volumes within 12 months.

The centralized processing facility supported the elimination of redundant positions resulting in a 20% productivity improvement in operations functions while absorbing increasing volumes.

With a significant reduction in cost of sales, new pricing flexibility was achieved while improving margins.

• Redesign the sales support functions into one centralized support function and move non-sales activities from sales persons to the centralized unit.
• Optimize workforce model for smarter resource effectiveness and leverage.
• Improve key operations processes for maximizing efficiency and reducing customer turnaround time.
• Redefine organizational model to support business scaling and expertise enhancement.
• Re-engineer the client on-boarding process.
• Define a performance measurement and management process for excellence sustainability.

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One of the largest banks in Middle East was faced with an organizational structure unable to scale with its current business let alone its strategic objectives.  Duplicated functions, inappropriate span of controls, lack of customer focus and major businesses all running in silos were all factors impeding growth.  More detrimental was the bank was not easy to do business with for both its customers and employees.  

In support of its objective of being the number one bank in its market in terms of: Profit, Revenue, Customer Experience and Employer of Choice, management engaged LoBue to assist in restructuring the entire organization.

• Improved customer focus and service delivery. Designed and achieved clear separation of front office customer facing responsibilities from back office and support functions which allowed for total customer focus.
• Created consistency and standardization across Operations, IT and support functions.  Activities included consolidation of all Operations, Administration and IT functions into Shared Services units.  Additionally all budgeting, planning, training, recruiting and risk activities were merged into appropriate support groups.
• Costs optimized. Restructuring activities achieved greater than USD15MM run rate savings.
• Significantly improved span of controls. Spans were optimized across the entire organization including the top line reporting from 17 to 10.
• Functions consolidated. Over 150 misaligned functions were consolidated into organizations including IT, Process Operations, Administration Services, Enterprise Project Delivery, Human Resources, Strategy, Risk and Finance.
• Forced end to end accountability. Restructuring created focused points of customer, cost and process accountability across all major functions bank wide.

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• Implement a “manage, support, control” organizational model to ensure customer first focus and appropriate function to skill alignment.
• Reorganize business lines in support of a customer segment versus product centric market approach.
• Purify business line functions to shift focus from activity to results management.
• Create centers of excellence for support / operations and consolidate like functions throughout the organization.
• Recommend an authority/responsibility model for production and service functions consistent with industry best practices.
• Implement a staffing/capacity planning process to allow for appropriate and controlled organizational sizing

Economic and competitive pressures, combined with strong workforce regulatory obligations, have adversely impacted the rapidly growing Latin American division of a major credit reporting agency. Following years of strong growth, a national economic downturn created pressures on company revenues due to diminished consumer sales and competitive price discounting.  Additionally, expenses continued to mount attributed to extensive regulatory requirements imposing increased workforce obligations on employers.   Faced with these challenges, the client turned to The LoBue Group to evaluate and implement opportunities to improve operational inefficiencies, sales and customer service, as well as identify and enact cost savings opportunities.

• All Sales Support functions were centralized, network processes were reengineered and a Branch Service platform was implemented, improving MIS intelligence for service and staff management.
• Deployed performance management training program to all Contact Center agents, outsourced low-value high-effort activity away from Contact Center Back Office, root-cause identified and corrected system issues, and reengineered key processes.
• Successfully implemented LoBue recommended Data Operations organization structure meeting company global best practice for all operations functions to be realigned under respective Data Operations, Data Analysis and Shared Services business units.  All Data Operations processes were reengineered, service agreements established, performance and management indicators established, enhanced triage and scheduling practices implemented and facility layout was optimized.

Through full implementation of the recommended program, the client received enhanced service and operational platforms with re-engineered processes across all functional areas, demonstrating a reduction in overall operational capacity by 20%. These efforts yielded significant run rate savings, producing 24 times ROI over three years.  Additional benefits are expected to be derived from improved client service initiatives, enhancing the customer experience to strengthen revenue opportunities.

After a thorough analysis, our recommended solutions centered on re-engineering the Data Operations and Client Services divisions, focusing on three key areas: Branch Network, Contact Center and Data Operations.  This intensive program included an organizational re-design, functional re-alignment, process improvement, development of staffing models and performance management training in addition to:

Branch Network

• Centralization of Sales Support functions.
• Rationalization of Product and Sales Support processes.
• Implemented comprehensive branch service platform - expanded market intelligence for service and staff management.

Contact Center

• Performed contact distribution analysis and robust staff modeling to match work force strength against call arrival rates, improving work force utilization and stabilizing performance on key service indicators.
• Developed training for multi-skill contact center agents to improve load balancing, workforce utilization and reduce headcount requirements.
• Improved Contact Center shrinkage, productivity and customer experience through refined system access management.
• Established technical help desk for system support providing dramatic internal and external customer benefit.
• Deployed extensive performance and service management program for Contact Center agents and managers.

Data Operations

• Restructured Operations with robust shared service, analytic and autonomous operational platforms.
• Performed facility layout plan aligning end-to-end process groups for improved scheduling and workflow management.
• Instituted “Best Practice” manuals documenting recommended process, procedure and service standards for all operation functions.

A new CEO was assigned responsibility for two organizations whose combined efforts was to provide custom solutions and fulfillment in a highly regulated environment.  These organizations were accommodating significant annual growth in volume at a very high level of quality.  Operational and technical challenges were limiting their ability to continue to accommodate the increases in volume and pressure from competitors was increasing as they leveraged technology to improve turnaround time and offer lower prices as a differentiation strategy.

Internal capacity had to be improved and costs reduced so that savings could be re-invested in building capacity within the organization.

• Annual savings of 2 million per year
• Improved internal capacity by 15 percent without additional technology investment
• Reduced cycle time by over 45 percent, providing a step-change in service delivery
• Established control points for predictable quality control and results
• With the same staff levels, the Client experienced a 50% increase in volume with no backlogs

• Integrate the two organizations, consolidating responsibility for the business process
• Implementation of change management strategy
• Improve the visibility of management data throughout the process
• Review and rationalization of all processes, end-to-end
• Creation of formal training program
• Evolution of internal and external Service and Performance Level Agreements
• Offset systemic limitations in current operating environment

• This prestigious National Private Bank did not meet regulatory requirements during the Safety and Soundness examination, and was ordered to discontinue adding new client accounts due to BSA/AML compliance violations.
• The Bank's internal staff estimated it would take 24 months to resolve the regulatory issues.
• The Board wanted to resume the bank’s revenue growth, to reestablish assurances of strong regulatory compliance and controls, and “to clean-up” all sub-standard client documentation and reporting requirements.
• The LoBue Group was hired to examine all records, fix the problem and to develop an ongoing process preventing the situation from re-occurring in the future.

• LoBue had undertaken the project and organized a team of LoBue consultant and bank personnel for execution.
• The program was rolled out within five weeks from the start and concluded after five month of execution resulting in completed client information and some discontinued relationships.
• The outside regulatory agency was invited to perform an audit 5 months ahead the next planned yearly “get in compliance audit”.
• The bank passed the external audit and was given permission to resume its new client acquisition and substantial revenue growth.
• A projected resolution of 24 months was accomplished in 5 months and regulatory issues were resolved before 1 year.

• Examined all client relationships and information retained by the bank (approximately 70,000 private banking relationships).
• Develop and execute a plan to acquire missing/unclear client information.  The plan included the hiring of 100 temporary staff.
• Make recommendations to discontinue questionable client relationships.
• Developed and implemented a new process for client acquisitions and on-boarding.
• Provide key management indicators to continually monitor and control the quality of client data (involving periodic client audits, and statistical checks to provide an early warning system).

The client needed to redesign its retail banking organization and distribution systems to unite sales and service activities in order to increase efficiency, enhance the customer experience and deepen customer relationships. The previous direct sales model approach focused on product versus relationship selling leading to a subpar in-branch customer sales process and channel conflict with various siloed sales groups targeting the same customers.  Undertaking this restructuring would reposition the bank via a “Local Community Bank” image to penetrate and serve the market.  Furthermore, end-to-end branch processes required redesign and streamlining to enhance the customer experience and improve operational performance.  The bank-wide financial goal was a 20% improvement in Human Resource efficiency.

• Sales and Service integration was achieved through organizational restructuring, functional area creation and redesign, and reconfiguring staff goals to emphasize relationship selling.
• All branch processes were reviewed and rationalized with a 45% reduction in the number of process handoffs and a 35% reduction in the number of associated documents to drive time savings.
• Branch network was reconfigured under Community Banking Model with newly formed management positions.
• Customer branch wait times in piloted community decreased by greater than 20% versus pre-rollout figures.
• Technology enhancements were instituted to drive employee empowerment at the first point of customer contact in branches while centralizing non-customer facing activities.  
• A 15% FTE savings was realized with a structured plan to reach 24% within 12 months.
• Community Banking Model was approved for entire network rollout by client management.

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• Creation of new in-branch joint sales and service positions and repositioning of outside sales force to improve customer experience.
• Redesigning the organizational structure into a Community Banking focus from the ground up.
• Reconfigure branch network structure into communities to better sell and serve to distinct marketplaces.
• Development and institution of new branch MIS reporting tied to customer wait and serve time data and sales performance results.
• Redesign of in-branch staff goals and job descriptions to emphasize customer service.
• Rationalization of all branch processes.
• Implementation of volume-based capacity plans to staff each branch across the network.
• Centralize critical non-customer facing operational activities in branches.

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