Our part time Operations Director was brought in to this IT Support services company with the aim of improving their customer service and helping to retain customers.
The company delivers IT support and operations services to medium size businesses across the UK. With a focus on companies in the mid-market that want market-leading services, it provided the services 24/7 across two Service Operation Centres, one in West Sussex and another in the Midlands. With just under two hundred employees, with circa 90 employed within the Support and Operations teams.
The CEO pinpointed a looming challenge: the potential loss of several significant clients due to subpar IT support customer service. This not only threatened the company’s revenue streams but also its aspirations for expansion through organic growth and acquisitions.
Recognising the need for a shift in leadership, especially in the Operations team, the focus turned to improving customer service. The Chief People Officer was given the responsibility to find a leader who could usher in a customer service transformation. The primary goal was to retain the at-risk clients, followed by enhancing IT customer experience with leadership, ultimately boosting both customer and employee satisfaction.
- Assume the role of Operations Director, overseeing the day-to-day management of the business.
- Gain insights into the customer’s perspective on service and pinpoint areas for IT support customer service improvement.
- Evaluate the current proficiency of the operational staff and determine future needs.
- Revise the Target Operating Model to better reflect COO strategies for IT businesses and improve service delivery.
- As a board member, contribute to the overarching company strategy.
- Collaborate with the CEO & CFO to expand the company’s future capabilities.
- Foster a culture centred on delivery excellence and operational superiority.
What the Director Did
Introduce ITIL and Operational Standards
While the company had set standards, their creation, implementation, and adherence were lacking. Being an ITIL expert, the Associate spearheaded a comprehensive review of processes, aligning them with appropriate measures and KPIs. This led to training sessions for the operations teams, ensuring enhanced service and a clear understanding of performance metrics.
Elevating Customer Service Delivery and Satisfaction
Given the imminent risk of clients ending contracts, the immediate priority was to stabilise the service and rebuild relationships. The COO devised a Service Improvement Plan, portions of which were shared with clients to keep them informed about the improvement steps and timelines. Once client relations were stabilised, a deeper analysis was conducted, leading to the introduction of a customer-centric Target Operating Model, reflecting best practices for IT support customer satisfaction.
Assess and Boost Employee Service Capability
Inheriting a team that had previously delivered unsatisfactory service, it was crucial to assess the team’s skills. The leadership team guided both immediate skill requirements and long-term strategic.This assessment paved the way for a gap analysis, culminating in a plan that encompassed training, recruitment, and performance management of resources.
- Reduced costs by just over 5%, increasing EBITDA.
- Significantly improved the relationship between commercial and operational delivery teams
- Improved customer satisfaction by over 80% within 12 months
- Reduced staff turnover by 75%
- Supported acquisition activity and integration whilst improving EBITDA