Ongoing strategy consulting for rapidly growing Brisbane-based InsurTech Software start-up
Technology start-up with a cutting-edge data abstraction platform and integrated functional applications to automate and transform end-to-end processes. particularly in large and diverse industries.
Had successfully tendered and won contracts with several large blue-chip clients (ASX100 and multi-nationals) however was now struggling to manage the conflicting pipeline of delivery activity while still boot-strapping.
Given the infancy of the business, there was limited commercial strategy resulting in wasted sales effort; significant opportunity to define the product value stories, customer and prospect segments, and marketing and sales strategy.
Developed a program management / delivery framework (hybrid waterfall & agile methodology) to quickly manage workloads, resourcing requirements and prioritisation of critical customer implementation and product development.
Managed the delivery program through the initial months to bed down the model and ensure adherence and maximum throughput from developers to meet critical customer and product dev timelines.
Developed a commercial strategy to maximise sales and marketing efforts, including an operating model for sales, clear customer segmentation, and sales commission modernisation to align with the operating model.
Exceeded customer expectations on all critical deliverables, leading to repeat business from several large clients.
Were able to seek larger tenders with greater confidence propelling the organisation to further commercial success, with the team growing from 10 to more than 60 employees in under 12 months.
Recognised globally, winning several awards for their innovative software platform. They are now successfully in the market with several leading Australian companies using the platform.
Centralisation of branch network for large Australian Financial Services org resulting in >$8M cost savings over 3 years.
Large and costly branch network primarily selling and servicing Personal Loans and cross-selling Credit Insurance and Credit Cards.
Poor quality and risk governance given lack of operational controls and technology constraints in the decentralised sales environment.
Difficulties remotely managing the variation in performance for 400+ remote sales staff.
Large cost challenges in modernising technology across the branch footprint resulting in years of underinvestment and poor system performance and downtime.
Ineffective capability development due to the decentralisation of the workforce and challenges implementing solutions remotely.
Developed a 3-year, multi-phased strategy to exit the decentralised branch network and implement centralised sales operations, underpinned by an advanced geospatial demand and profit analysis to identify the optimal sequencing of branch exits over time.
Led the ongoing operational transition out of the branch network, while concurrently developing and building a centralised sales target operating model.
The new target operating model included full organisational design, process re-engineering, systems/app customisation and enhancements, data and reporting requirements, governance frameworks and operational readiness planning.
Supported the successful transition to the new target operating model.
Developed and implemented the ongoing quality assurance and performance frameworks to drive improved sales, quality, and regulatory compliance.
>$8M cost savings over 3 years through a ~35% reduction in resources and fixed-cost overheads.
All Sales targets were met and maintained within 3 months of centralising operations.
Optimised customer and staff experience by significantly reducing effort resulting through improved process automation and digitisation.
Reduced operational risk through more effective risk-based monitoring and supervision.