B2B Service Transformation — CRM & Request Workflows

Context

The project modernised how corporate enquiries moved through a digital ecosystem, CRM and several support lines. The target was not a single interface change: requests from clients and non-clients, post-resolution feedback and hand-offs between first-, second- and third-line teams needed to work as one controlled service process.

My analysis and delivery scope

I modelled the end-to-end AS-IS and TO-BE process in BPMN and prepared business and functional requirements for several delivered changes:

• post-resolution feedback collection across the digital request journey, telephone and email;
• CRM handling of enquiries from people who were not yet clients;
• a shared workflow for call-centre and complaints teams, including the role model, request categorisation and routing rules;
• functional integration requirements so that request attributes remained available when a case moved between support lines.

I also analysed client enquiries and feedback, translating recurring issues into prioritised product and service improvements.

Analytics ownership

I led the analytics workstream end to end. I defined the reporting structure, consolidated source files and established the analytical views by SLA, request topic, support line, product and service. Those working files became the basis of a dashboard that replaced a fragmented monthly presentation process.

Outcome

The wider transformation contributed to reducing average request-processing time by 57%, from 3.5 to 1.5 business days. My analytics workstream reduced preparation of the monthly management presentation from five working days to one on average; the dashboard has remained in regular use for more than a year. The delivered workflow changes also created one controlled route for feedback, non-client enquiries and cross-line case handling instead of separate channel-specific processes.