Background

The company had implemented a front-end insurance software system in order to meet their affinity business requirements. This, in effect re-badged products offered by other Blue Chip companies. The intention being, via a call centre, to take client calls, provide a quote, produce documentation and process monetary receipts. The end documentation to be delivered, along with Marketing statistics to the Affinity partners.

Deliverables

As an interim manager I was called in because the initial implementation had not produced the required business results. The software contained a large number of major faults which was undermining the confidence of the users, the clients and the business partners. Key Elements

• To determine and document the original objectives and CSF's
• To determine and implement the Legal and Regulatory requirements (DPA98 and FSA etc) within operating procedures
• To work with the third party supplier in order to enhance the business use of the product
• To devise agreed SLA's
• To ascertain the existing system process problems and define a cost beneficial recovery strategy
• To define, agree and implement enhanced MI and reporting which met the requirements of all key stakeholders.
• To implement the strategy
• To automate and reconcile premium receipt via the use of BACS

Actions

Because this was a remedial situation which required a different approach to that of a new implementation the following were performed:

• Creation of a multi-disciplined User Group which allowed a formal RAG analysis to be performed
• Creation of a formal communication process with the software supplier
• Creation of a formal system change control procedureound
• Creation of a data cleansing, reconciliation and migration plan
• Creation of a cleansed, Legally and Regulatory (DPA98, FSA etc) database
• Creation of a staged system elimination process
• Creation of a remedial accounting, reconciliation and reporting process
• Creation of the future accounting and reconciliation process and IPT requirements
• Creation of an automated BACS links to eliminate PDQ problems
• Creation of agreed procedure manuals

The Outcome

• Existing partners were delighted and new prospective partners were now confident of the system and became involved with the operational strategy. This action raised Divisional revenue by 20%.
• Marketing data and MIS became accurate.
• Credit control amalgamated from two sites to one, a saving of a further 10 staff.
• Enhanced operational efficiency via use of a reconciled BACS process
• Remedial reconciliation actions were eliminated, saving 15 staff.