Our client required the implementation of a Total Benefit Outsourcing (TBO) or ‘super agent’ model, enabling a single call agent to interact, provide solutions, and handle transactions across all four product lines.
Enhancements to the Contact Center Model
Client challenge
A Fortune 100 financial services company sought to transform its contact center service delivery model to secure a $300 million deal with a client renowned for exceptional customer service. The prospective client required a comprehensive benefit outsourcing model, which was unprecedented in the industry at the desired size and scale. At the time, the company’s contact center operated as a fragmented, multi-agent system focused on individual product lines, resulting in high call transfer rates. While the company hoped for a redesigned model to meet these demands, they were uncertain about the feasibility of implementing it in time to win the deal.
Our solution
The Valtree team developed a tiered service ‘super agent’ model to deliver comprehensive benefit outsourcing. We swiftly implemented a proof of concept with the client’s existing customers on the platform to ensure efficiency, effectiveness, and success before introducing the solution to potential customers.
Results
All of the client’s existing customers were seamlessly transitioned to the new service model, achieving an 85% reduction in call transfer rates. This transformation led to securing a $300 million customer account. The client’s Net Promoter Score increased significantly from 49 to 76, while improved efficiency allowed for a 22% reduction in staffing levels, generating substantial cost savings. Several customers acknowledged these advancements by honoring the client with prestigious vendor awards. The enhanced TBO service model not only secured a high-value customer but has also been recognized as a best practice for contact centers in the financial services industry.
Additional Case Studies
Launching a Usage-Based Pricing Model for an AI Developer Platform
An AI developer platform’s flat-tier pricing was leaving money on the table with its largest customers
Establishing an Enterprise AI PMO to Track ROI Across 30 Initiatives
A global enterprise had 30 active AI initiatives across its business units but no consistent way
Building the Product Operating Model for an Agentic SaaS Vendor
A vertical SaaS vendor had shipped an early agentic feature that could autonomously complete customer workflows,
