oposlimited_2016
TRANSCRIPT
• Established2008 –Steeredbyamanagement teamwithover100yrsexperience
• Scalable,technologyled,customercontactcentre
• Relocationin2014tolargerstateoftheartofficesaccommodatingexpansionandaccesstolargerlabourpool
• Industryleadingcomplianceandcontinuousimprovementprogramme
• Providingtailoredcreditmanagementsolutionsdeliveringeconomies&efficienciesforavarietyofclientsacrosstheUK
• CustomerManagementExperienceacrossconsumerandcommercialdebtinBanking&Finance,Utilities,Telecoms,RetailCredit,MailOrderamongstothers
• Control,operationaloversightisattheheartofeverythingwedo
OurExperience
• Earlyandlateconsumercollections
• Commercialcollections
• TraceandCollect• Debt&PanelManagementoutsource
• BPOservices
• Debtpurchase
OurExpertise
Firmsareunderincreasingpressuretoexerciseappropriateoversightovertheiroutsourcedfunctions
• A need to ensure that responsibilities to customers and regulatorsarefulfilled
• Havingrobustsystemsandprocessesregardingoutsourcingdecisionsandongoingmanagement
• Although you may outsource the function or system you can’toutsourcetheresponsibility
• Aneedtoevidenceallofthis
• If controls and systems not there, a risk of poor outcome for thecustomerandnoncompliance
OuruniquecombinationofOURPEOPLEOURSYSTEMS looksbeyondbestpracticemeetingandexceedingtoday ’schallenges
Today’sChallenges
OurPeople
• StructuredStaffInduction,TrainingandProbationprogram
• Competencyframework
• AgentTrainingAcademy• Qualitymonitoringprocess
• Callrecordingfacility
• RealtimecallmonitoringthroughPC,tabletorphone
• CSAAnnualCollectorAccreditationInitiativeExam
• “Insight”operationalandcomplianceMIforallagents
Scott Dawson
Managing & Technical Director
Chad Wright
ICT Support & Programmer (DDI Software)
Lizzy McArdle
Business Support & Finance Manager
Margo Kidd
Operations Control & Compliance
Ross Purdie
Sales & Client Services
Ian Cork
Head of Sales
Business Support & Financial Difficulties
Functions
Lorraine Hall
Productivity & Performance Manager
Chloe Bundy
Team Captain
Lauren McGuire
Compliance & Reporting Manager
Paige McCaskie
Team Captain
Consumer/Commercial Collections Teams
Niamh Cowan
Team Captain
Ryan McCann
Team Captain
OurSystems• Entireoperatingsystemowned,managed&developedbyOposLimited’s
sistercompany,DDISoftware(www.ddisoftware.co.uk)
• Ascent–Proprietary intuitiveandsimplefrontendcustomermanagementsystem,developedandbuiltusingover20yearsoperationalknowledge
• callCent –Proprietary telephony system, includingblendeddialler,100%PCIDSScallrecordingandreal-timedashboards
• “Insight” –deliveringourcallcentre toyourbrowser real time including–
Quality Score,Complaints,Call Recordings, KPIs,CustomerQueries andIndividualAccountDetail.
• Integrated payments solutions including barcoded letters, text paymentoptionsgivingcustomersconvenience&choice
• Interactiveandsecurecustomercontactandtransactionalwebportal
• Onlineclientqueryandresolutionportal
Ascent Screen
Real-time Call Monitoring
OurCustomerExperience• Bespokeclientstrategymovingtoamorecustomer
centricstrategybasedonindividualcustomerdata
• Fullyautomatedoutboundcalling
• Compliantandclientapprovedletters
• UseofclearEnglishtext• Bar-codedletterstosimplifypayment
• Pre-approvedSMSandemailtext
• Variablepaymentoptions
• OnlineCustomerandClientportal
• DatadrivenContactstrategywithfulloversightofthecustomerjourney
• Datacleanseandappend
• FullOfcomcompliancewithfulloversightandreportingofbothsuccessfulandunsuccessfuloutcomes
• FinancialDifficultiesunitforVulnerablecustomersandsensitivecases• SignpostingtonotforprofitDMCs
• Outboundcallstagged–besttimetocall
• Effectivecallstructures–buildingacustomerprofile
• Focusedonaffordableandsustainablesolutions
TreatingCustomersFairly
OurQuality&Compliance
CSAMembership FCAInterimPermissions ICODataProtectionRegistrationOFTBSI/ISO9001:2000
Client Customer
CAICompanyAccredited
OurPeople
OurSystems
OurControl
• Keypersonneldeliveringover100yearsexperienceindebtmanagement
• In-housecentreofexcellence,basedona foundationofcontinuousimprovement,accreditedtrainingand“Insight”monitoring
• Acontinuedfocusonexcellenceunderpinningourvaluesandbrand
• TechnologyledthroughouruniquerelationshipwithDDISoftware
• Innovativeapproachtoclientandcustomerexperience
• BespokeManagementInformationandclientintegrationasstandard
• Flexible,scalableandintuitive
• “Insight”operationaloversight
• BorninandcontinuedadoptionofFCAculture
• Ensuringthecustomeriscentrictoeverythingwedo
• Cultureofcontinualreview
OurStrategicObjectives• Todeliverafullycompliantdebtcollectionservicetoavarietyofclients
acrossmultiplesectorskeepingthecustomerattheheartofourprocessatalltimes
• Tocontinuetoutilisetechnologytoinnovateandimproveourserviceofferingstoourregulators,ourclientsandtheircustomers
• Tocontinuetoimproveourpeopleofferingthroughongoingrootcauseanalysisandtraining
• Tobeclientsandcustomerspreferredservicerofchoice
TelecomsClient–ABriefCaseStudy
OposTelecoms client
Telco Client vs. Opos Productivity Comp70%
60%
50%
40%
30%
20%
10%
0%Mth1 Mth2 Mth3
Full Month Outcomes
Gro
ss R
ec
ove
ry %
(N
ot
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Gross Recoveries
ConsumerLender–ABriefCaseStudy
Opos Gross RecoveryLender Gross Recovery
0.80% Opos vs Consumer Lender Internal Recovery Curve
0.70%
0.60%
0.50%
0.40%
0.30%
0.20%
0.10%
0.00%1 2 3 4 5 6
Month 1 – 6 (12 month placements)
Gro
ss R
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ove
ry %
(N
ot
Cum
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SummaryClient: Thisclientisoneofthetop10telephonybusinessesintheUK,withoperationalcentresinManchester&London
Customers:Residentialhouseholds
Services:FixedlinetelephonyandBroadbandservices
TheInitialOpportunityDuringQ42014,Oposwasappointedas theclient ’snewsupplierresponsiblefortherecoveryof ‘disconnected’ service debt - Accounts’typically ’ 60 days overdue. It became veryapparent after a few months that we wereaddinglittleifanyvaluetoboththeclientandtheircustomer.Certainly intermsofROI,apoorexperience for Opos due to limited contactchannels given that the primary contactnumber/service had been disconnected andalternative data capture, particularly mobilenumbers,waspoorasheavilyweightedtoPYG.
TheNewOpportunityEarly in 2015weworkedwith theclientonan‘alternativesolution’,onethatwouldattheveryleastenableustoachievetwocoreobjectives.
-ReduceChurn-Betterinfluencecustomerexperience&outcomethroughincreasedcontact
InMarch2015theclientstartedtoassign‘Live’accounts to Opos at 14 days overdue. Theexport files were evenly balanceddeterminednot least by client risk/behavioural scores,
TelecomsClient–ABriefCaseStudy ShortTermConsumerCreditLender–ABriefCaseStudy
The firm was an innovative online lender,established in 2008. They offered “short-term”regulatedunsecuredconsumerloansfrom£100to £400 to borrowers throughout the UK andupto£1,500to recurringcustomerswithgoodpaymenthistory.
In February 2012 after several meetingsto present a case for Opos to key seniormanagement personnel,Opos was appointedasanewsuppliertotheirdebtrecoverypanel.
AsaresultOposwasassignedresponsibilityforthe ‘white label’collectionofallarrearsat14daysoverdueandaccount referralsnumberedapproximately2,000permonth.
This included implementation of a bespokereporting suite to report daily account andpaymentactivityandothercustomeroutcomessuchasmanagementandreportingoftheentireprocessfor‘hardship’accounts;FOScomplaintsandDebtmanagementPlans.
Thefirm’sboardtookthedecisionattheendof2014toexittheconsumerlendingmarket.
As a result of the superior technologicaladvantages and scale Opos provided,togetherwithexceptionalcollectionsandauditperformance and customer experience, Opos,through itsacquisitionvehicleKapamaLimited,wasselectedbythefirm’sboardasthepreferredsupplier toacquireandmanagetheremainingstockof125,000accounts in itsentiretywheretrust, competency and capacity was put at ahighervaluethanprice.
customerdemographic(mainlyC,D&Eprofile)and average balance. This client ’s targetmarket was generally the more financiallychallengedconsumer.
Half the 14 day overdue file was allocatedtoOpos
SeamlessIntegrationandContinuityofServiceNaturally, the client had some reservationaroundthisprojectparticularlyaroundcustomerexperience and brand impact given theseaccounts are only 14 days in arrears and insome cases, may not have had any previousvoice contact with the client. Therefore, it wasagreedthatallOposactivityuptothepointofdisconnectionof service (approx.1month)willbeinclientbrand.
Oposnotonlyhad thepeopleskills toexceedtheobjectivesofthisprojectbutalso, itsownITarchitecture & systems to quickly automate allreportingandqualitycontrolprocessestoensurethat thecustomer hada seamlessand superiorexperiencewhencommunicatingwithOpos.
Reportingwascriticaltothisprocesstoupdateclients system ‘Real Time’ so to prevent anyfurtherunnecessaryactivityandcost.
Theoutcomeofthisprojecthasbeenextremelypositive in terms of qualitative measures forevery customer touch point and productivityresulting to theextent thatwehavesecuredaformalcontractfor12months.
Throughout this process, Opos seniormanagement and integration team worked inunison with both the firm and FCA, who hadfull oversight of the transaction and providedsupport and advice to ensure a seamlesstransition to mitigate any predicted adverseimpactoncustomers.
In consultation with both the firm and FCAaftercompletionof theduediligenceprocessit became apparent that in many cases theinterest charges applied was unreasonablebordering excessive. Opos chose to write-downcustomer ’sbalancesandsetthiscostoffas‘unreasonable’sums.
Thisportfolio is still active todayand todate,wehavenotreceivedasinglecomplaint.
BenefitsofOposActivityOpos’s intensive management of all aspectsof the firm’s internal and external recoverystrategies enabled the firm to apply focus onmaintainingandimprovingtheirlendingbook.
Opos’scomprehensiveMIenabledeffectiveandefficientrootcauseanalysisaswellascompleteoversight from a regulators view point with theabilitytomeettherequirementsofGABRIEL.
The transfer ofownershipof thedebtbook toOpos – a reputable DCA with robust policyandprocedureensuredandcontinuetoensurethat thecorrectoutcome foreachcustomer isalwaysachieved.