A leading US CIB unit was seeking to execute an intra-group transfer of a Short-Term Markets Trading Desk and Treasury Desk between two branches. Altair’s PMO team worked closely with client teams across Front Office, Operations, Finance, Compliance, Legal and Technology to ensure the timely execution of deliverables. Altair performed a detailed analysis and mapping of roles, processes and systems from the UK subsidiary to the US Branch and supported the creation of a new Target Operating Model for both desks. In addition, Altair strategically defined the required technological enhancements and led internal Governance and Risk Management processes. Our client is now able to successfully implement both desks encompassing a $10Bn trading portfolio, 6 new products achieving 200%+ of its first year budget.
An American premium FMCG company wanted to maximize the value of its brands and make its customer experience unique. Altair came up with a new customer experience that was based on three ways to approach the client: online sales, in-store sales and in-store consumption in a club type of venue. To get this outstanding positioning in the market, Altair created a Lean Logistics and Organization Model with a balanced scorecard toolkit to manage it, consolidating corporate and support services structure of the subsidiaries, relocating the distribution centers, outsourcing logistics of some commercial units and making a new lean organization. Altair led the Transformation Team that could made all changes in less than 2 years with an outstanding result in terms of profit and market share.
A great customer experience in after sales service in a premium automobile manufacturer company is one of the keys to ensure satisfaction. Companies can collect and connect millions of touchpoints to visualize customer journey. To help this car manufacturer become a more flexible and cost-effective organization, Altair design the roadmap to digitalize the After-Sales Customer Services Experience. All the relations between clients and dealers now are managed in the cloud through modern resources. Four main modules were implemented that represent customer journey stages: online appointment, vehicle inspection, payment and communication. Implementing these modules, costumer voice data was captured, allowing the company to run an omnichannel customer journey. Now, it is possible to tell customers what they need even before they realize it themselves.
An international bank needed to establish a remediation program to oversee changes implemented in response to regulatory exam results in US market. Altair helped to transform these findings into actionable deliverables which were outlined in a comprehensive project plan. Working with leaders across Compliance, Legal, Operations, Finance, HR, Markets, Technology and Risk Management to track deliverables and ensure the timely completion of enhancements in response to regulatory findings. Key areas of focus included the implementation of a Global Control Room for management, enhanced Information Security protocols, implementation of access management controls, and updates to key policies and procedures across Markets, Global Debt Financing, Research and Compliance. In 10 months, our client was able to successfully implement significant improvements in response to its regulatory findings.
A major energy company was looking to consolidate its Finance, Business Support and Human Resources operations across multiple countries maintaining their agility while lowering Opex and Capex. After analyzing the department requirements and countries involved, the team was able to propose various locations from the company office portfolio and additional options. The newly created unit allows to improve productivity, process standardization and automatization, task specialization and reduce workload from a steeper learning curve and centralizing common functions. Altair also coordinated the selection of vendors for the implementation of the department by creating RFP documentation, analyzing received proposals from different vendors and helping on the final decision. The outsourcing of these functions implies potential savings of 21M$ in 5 years.
Our client, a world class private bank, had manual execution procedures for routine actions within its daily operations. This implies low performance from different sources like assignment of time, low-value repetitive operations, human resources and operational risk. After a data, process and organization analysis clustering all processes regarding its robotization feasibility, Altair proposed the implementation of Robotic Process Automation at Finance, Operations, Risk and Information Technology departments. Business case value proposition was great representing an impact of more than 60,000 h/year (more than 8% of total) and more than US$6.5MM cost reduction. Implementation started with all the departments at the same time to set educating all the organization simultaneously allowing them to easily find second wave of RPA implementation opportunity.
A major drugstore retailer with + 2,000 convenience stores were struggling to increase average ticket sales and began to explore options for organic growth. Working with the top executives, we reviewed customer journey and identified a development vector through active selling approach executed by their stores’ employees. Instead of a standardized approach, we helped to run a pilot project in selected locations to identify best practices, asses ROI and define the scale-up methodology. Pilot results doubled management expectation and we were asked to orchestrate the implementation to the rest of the network with a hybrid team of consultants and internal promoters trained by Altair. The result was an increase of 17% in average billing by customer and a +7% increase in operating margin.
It is difficult to measure economic contribution of the collections risk department of a bank. Altair designed the department’s P&L considering the impact of provisions and the complete allocation of costs. We generated a heat map according to this P&L, disaggregating it according to geographies and type of business. Strategies that maximize this P&L are defined later through advanced analytics segmentation of clients and products with a focus on more valuable’s buckets in the debt portfolio. Altair generated a tool that automated the management of secured and unsecured portfolios, playing with the two great levers of the recovery world: the term and the acquittance. These strategies allowed the entity to optimize the future cash flow and to lower the write-off pool.
Considering the transformational changes underway in the finance sector, a leader bank plans to redefine its commercial approach to achieve greater productivity and employee accountability. We developed a plan supported on 4 pillars: implementation of an agile structure that changes the systematic performed by the bank workforce, complemented with an accurate portfolio of products and services, development of channels’ capabilities, and promotion of digitalization among employees and customers. We proposed a new form of customer service by sales managers and centralizing the administrative handling in a management entity, at no marginal cost. The project has been a complete success: it has increased customer commercial leads by 20%, with an 10.8% gain in sales value, and a customer satisfaction that exceeded 8.5 NPS.
Our client, a company focused on renewable energies, had conducted a major transformation expanding its activity abroad and evolving its product portfolio with turn-key service. Its main international activity was performed in the UK, but Brexit was compromising the future. Altair developed its strategic plan to ensure sales and the growth that shareholders demanded. It has focused on the deployment of the business in the American market, the gain in customer engagement, and the adaption of the corporate headquarters workflow to an international reach both in the technical and organizational aspects. More than 60 actions were designed and implemented to enter into new markets and to improve internal efficiency. Acting on our recommendations, the client accomplished its aims for the next 2 years.
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