Our Work

A Private Equity firm needed a plan for scaling a Dental Chain, and a “Playbook” for an aggressive acquisition strategy.  The base business was disorganized and needed a growth platform, process and service redo and technology roadmap to facilitate rapid growth.

LoBue conducted a comprehensive analysis, redesign, and implementation initiative for the organization, covering all process, billing, and service operations. A technology roadmap was developed for facilitating growth.  Additionally, a comprehensive “playbook” for evaluating and pricing acquisitions was developed.  The “playbook” included integration planning and execution for all new acquisitions.  

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The initiative resulted in a comprehensive operating model, with post acquisition integration processes.  Acquisition candidates that did not fit the model were avoided thereby eliminating a past investment issue.  Facilities were successfully re-engineered and processes, service delivery and billing were dramatically improved.  The revised operations were prepared for successful scaling of the business.

• Redesign Billing and collections systems and procedures to eliminate backlogs and dramatically reduce collection cycle times.
• Implement a workforce utilization model which matches resources against daily appointment schedules.
• Improve key operations processes for maximizing efficiency and reducing turnaround times in appointment setting, billing inquiries, and oral surgery schedules.
• Redefine organizational model to support business scaling and subject matter experts in critical jobs.
• Define a daily performance measurement and management MIS process to insure timely execution and client services.
• Develop a tactical technology strategy for filling critical capability voids and leveraging existing investment.
• Develop a “playbook” that measures acquisition candidates against a success model.  Include acquisition Metrix and post-acquisition integration plans.

Workforce Optimization

• Designed and implemented a cross-functional multi-skilling model across select voice-based processes to more effectively manage real-time Agent utilization during intra-day and intra-month volume peaks and troughs, as well as to allow for call volume queue overflow.  
• A process complexity and skills requirements analysis were performed to ensure multi-skilling across like processes.  Total cross-trained staff across the impacted processes exceeded 40%.  Implementation resulted in a 30% increase in Agent utilization.  
• Established a service ambassador function for high volume clinics to ensure client handling and services were meeting standards and to provide real-time reaction to changing client flows and needs.
• Rationalized, standardized, and centralized resource planning for all voice and data-based processes and shift schedule design.  Desktop procedures were developed for each function to ensure on-going management and standardization of the methodologies employed.

Process Improvement

• Redesigned all billing and collections procedures and staffing to dramatically reduce past due receivables and improve day or service co-pays.
• Standardized the Customer experience by delivery channel to eliminate unnecessary and inconsistent activities between voice and online services.  Additionally, implemented e-mail and fax alternative channel delivery options for processing of bulk appointment reminders previously handled by Agents via the telephone.  

Organizational Alignment and Staffing Enhancements

• Developed and implemented “Centers of Excellence” to facilitate the centralized support of:  1) Business Analysis / MIS / Capacity Planning; 2) Quality Assurance and the Customer Experience; and, 3) Training and Development.  Implementation resulted in enhancements to the organization’s ability to more effectively leverage best practices, create ownership for the utilization of world-class methodologies, and standardize delivery of support function services.

Performance Measurement and Management

• Standardized and enhanced the performance measurement, including definition of Key Performance Indicators designed to drive appropriate staff behavior and development of scorecard / dashboard reporting.  Additional objectives included the following:
• Improvement in the availability and quality of information needed to drive management decisions, especially for new clinic integration.
• Leveraging of new performance metrics, including analysis of intra-day and peak time performance versus merely reporting end-of-day and monthly averages.
• Definition of “early warning signals” for potential threats to performance, including spikes in clinic visits.
• Conducted a call center benchmarking analysis against the Purdue University (U.S.) Benchmarking Database to identify major performance and operational gaps and identify solutions for implementation.  Activities included facilitation of internal data collection activities and definition of desired peer groups for comparison and analysis.

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Target company is an open intelligence repository and platform that unlocks the power of Vertical Search in a highly scalable and profitable way. The target company platform is designed to provide a safe and secure environment to consume sector specific real-time data intelligence

Their current objective is an $3M raise to facilitate a five-year growth plan  

The LoBue team worked closely with target company executive management in reviewing and assessing the operational strategy, corporate structure, as well as financial model including business growth.

As part of the four-week due diligence process, LoBue evaluated the target in the context of organization and corporate structure, operations analysis, products and services, financial analysis, and regulatory compliance from a competence and maturity perspective resulting in a rating of Emergent, (level two on a scale of one to five).  

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The initiative resulted in Private Equity Client moving forward with three Million Dollar investment in current round.

High-level Review and Recommendations:

• Vetted and expanded target’s forecast for five-year plan, with driver details.
• Performed competition review of similar companies and products.
• Corporate structure review identified deal structure action items for client.
• Reviewed target company products and services and readiness for delivery.
• Evaluated sales, go to market plan and applicable benchmarks.
• Developed five-year organizational growth plan.
• Prepared Sources and Uses Statement to provide LoBue client with expected cash flow demand, as well as identifying potential challenges and opportunities.

Select Detailed Recommendations:

• Key Positions are needed for primary functions, including Technology, Security, Business Development, Sales, Operations, Human Resources and Finance/Accounting.  
• It is possible that management has underestimated the number of staff required in future years.  However, the financial impact of adding additional resources is negligible.  The important consideration for management is to stay ahead of the curve to ensure no service problems.  
• It is our opinion that user acquisition will require additions to the current staff model for Marketing, Sales, and Business Development to keep up with the significant increase in leads.  
• Develop a tracking and reporting methodology for the entire customer pipeline. This will provide valuable information for sales performance, expected resource planning, and allow executive management to understand opportunities which might get stalled or delayed.  
• Target will need to be cognizant of all search engine results in order to reach the vast audience that their financial plans require.  The market development plans must ensure that their search parameters include up-to-date awareness of key words being used by potential customers.
• In order to support the technology/operations objectives, hiring of needed staff/contractors should occur immediately after fundraising.
• As the IT Help Desk Support is implemented, the feedback processes into the Product development team should be defined so there is adequate understanding of product enhancement opportunities. This offers an opportunity to institutionalize a continuous improvement mechanism that will inform and prioritize methods to enhance customer experience, delivery capabilities and product functionality.  
• Develop onboarding process and procedure.
• Identify back-up resources for all key management positions.
• Define the targeted outcomes and key results and track the actual performance for the employee and help them in their development plan.  
• Management should develop a detailed user acquisition plan and monitor this plan weekly in order to ensure it hits the forecasted totals.  On a monthly basis, for example, review user assumptions for any modifications.
• Clarify the Cap Table and what divided and voting rights go with each type of stock.  

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On behalf of a private equity client, LoBue conducted a comprehensive operational and financial review of all company functions and processes, starting with sales management and going through billing and collections.  

Target is a vehicle relocation firm that includes movement of vehicles between vehicle manufacturers, finishers, dealerships, purchasers, and other parties, usually across relatively short distances.  

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The initiative resulted in investment of $1.6M which then resulted in a 4.6x return in 18 months as the target was acquired by a strategic partner.

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High-level Recommendations:

• Performed two-day on-site review with client and leadership team. Excellent discussion on forecast model structure identified strategic model flaws which we were able to work with Target CEO and CFO in corrected and providing a  
• Hire COO who can manage scaling the organization, develop professional services and develop training programs for internal staff and drivers.
• Hire a consultant who can work with management in determining the pricing strategy for the target software and the driver-away billing.
• The target system is built on Salesforce’s force.com platform.  This is very scalable and secure.  Additional modules offered on this platform can be added and/or interfaces with the end goal of a fully integrated system.  For example, force.com offers a financial system that management believes would be satisfactory for them.
• Insurance costs are a material cost.  Review alternatives to reduce premium costs and develop analysis to review root cause of all claims.
• Risk that the current funding round is sufficient to support planned and not yet planned growth.
• There is a risk that the independent contractor status will be disallowed, and all drivers will have to be employees.  See articles in Appendix.
• There is a significant client concentration in 2020.
• While challenging for a growing business, an opportunity exists to reduce corporate card transaction and factoring fees (both @3 percent).  Might look to replace factor with traditional bank financing.
• Consider dynamic pricing, where depending upon traffic and client demand, pricing goes up or down (within a range).

Select Detailed Recommendations:

• Contact Center staff will grow at a rate consistent with the number of drivers and overall business volume.  Currently, the number of contact support staff is estimated based on revenue.  The number of staff should be based on the activities (calls, email, follow-up, admin work, etc)
• There is a risk that the independent contractor status will be disallowed, and all drivers will have to be employees.  See articles in Appendix.
• Enhance current performance management system to meet not only short-term resource levels, but intermediate and long-term resource levels.
• Position descriptions should be updated and/or developed to ensure all parties have a clear understanding of their key and secondary responsibilities.   Many of the new administrative positions are new and/or changing, requiring a clear understanding for all.
• Focus on client-facing office and field positions, from sales through client customer support.  This should be well documented in flow chart and functions so clients (at different levels) don’t get caught in a place where not getting highest level of service and support.
• Longer term Draiver may want to acquire some of the drive-away companies and/or brokers and utilize its technology to ramp up their margins.
• Strategically Draiver may want to withhold the software from brokers, so they do not use the power of the AI engine against Draiver and its clients.
• Identify what is necessary to acquire and grow the clients who are estimated to have significant annual revenue opportunity.  Consider adding Sales resource to focus on these.
• Begin to explore introduction of software in other countries, India, Europe, etc.
• Develop a formal client call plan and utilize CRM functionality to record client and prospect interaction.
• Consider including a minimum number of trips (at a rate) or revenue target in client contracts.
• Consider requiring EDI / API’s as a contract requirement to realize immediate productivity.
• Perform root cause analysis on trip data receive during customer service calls and emails.  Develop on-going process for analysis and repair.
• Think about value in driver and customer satisfaction programs.  This might include some type of rewards program for long-term, accident-free commitments (people love “stuff” like hats and shirts or driving-related such as driving gloves, seat pads, etc.).  This is an easy process through a third party.
• Look at metric to understand driver utilization.  This would be hours driven over hours available to drive or could be over total hours target provided driver to work trips.  
• Look for small, lower cost town in current state.  Utilize home and part-time staff who are looking for this type of position.

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Target is an emerging software company in the Mortgage Banking Space.  Headed by two industry veterans who desire to take the industry “lead generation” to the next level.  Their application is anchored in a database application which collects and uses consumer loan data to focus research on developing leads for Mortgage Bankers.  Established in 2018 and self-funded by investments from the two owners, target has reached the stage of BETA proof of concept and is now poised for go to market after a $6M funding round.

They have commitments for two $500,000 investments from Industry participants, one is from a top executive at PRMG, their strategic partner for BETA test.

We assign an overall Competency/Maturity rating of 3 to target.

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The initiative resulted in Private Equity Client moving forward with $5M investment in current round.

High-level Review and Recommendations:

• Worked with target’s accountant to build out forecast for five-year plan and tie-out all historical payment and cap table investments.
• Performed market segmentation and detailed competitive analysis.
• During our research of the Traditional Mortgage Bankers space, we were fortunate to have a video interview with a top executive in the traditional bankers’ space.  While our agreement was not to mention his Company or his name, we can report that he is a 20-year veteran of this space who has risen from a Mortgage Banker to a top-level position managing a large geographic area for his company.  
• Interviewed current and past clients for better understanding of client service and client ROI during beta test period.
• Our deep-dive technology assessment validated the system flow, IT Architecture and database assumptions and roadmap development.  
• Reviewed target company products and services and readiness for delivery.
• Prepared Sources and Uses Statement to provide LoBue client with expected cash flow demand, as well as identifying potential challenges and opportunities.

Selected Detailed Findings and Recommendations:

• Because target has been developing on a shoestring budget the organization is very immature.  Buildout of the structure and key positions is a post funding imperative.
• One possible concern is the current management, believing they can do it all.  While they have shown great capacity thus far, they are not adept at scaling a process intensive organization and must recruit the right executive to run support and service operations.
• It appears that some of the forecasted positions may be overstaffed, while other roles require additional staffing to support GTM and other early manual activities.  
• Developed forecasted organization charts for the years 2023 and 2025
• As the company scales, the planned automation of human intervention in the Onboarding and customer service areas will be a critical success factor.
• Document the current detailed on-boarding process to understand the time required (actual time and elapsed time) to on-board new clients as part of the GTM plan. During our client interviews, the onboarding process was identified as long and challenging.
• A senior manager, who has relevant experience scaling a process and client service organization will be important to success.
• A better IT roadmap which is more granular in linking tasks to resources, timing in man-months for each task, and linking same to the monthly financial forecast is important.
• The proprietary client-facing CRM module appears to be a key product differentiator and should be a priority development item along with strong feedback loops from Bankers. This module will benefit clients and target leaders in understanding activity and reporting key metrics.
• Addressing the smaller organizations that are Mortgage Brokers may be an extension of the current product with minimal system enhancements.
• A user council is highly recommended to ensure target stays on the cutting edge of Industry needs/trends.
• End-to-end technology will be important to ensure excellent service and keeping service and support efficient and cost-effective.
• Include all reasonable product stream revenue in Forecast Model, including subscriptions, database access for large clients, and LMS in forecast model.  Also consider ancillary services, such as professional services and call center support.  
• Currently target is providing many more leads at the given level of monthly fee. Review the relationship between pricing structure and the number of leads generated.
• A full review should be carried out for insurance requirements, specifically cyber and business interruption coverages, for example.
• Products and Services need to be carefully tracked as the business scales, so the support staff is adequate to insure seamless operations and service delivery.  
• Sales and Marketing resources in the financial forecast may be overstated, as well as technology after 2023.
• The current approach of keeping out of Mortgage Industry regulatory and compliance regulations is a very good strategic move.  However, with the ever-changing Consumer protection legislation at both the Federal and State levels it will be important to follow developments carefully. As target grows, the necessary development of company policy to avoid reputational risks and negative social media posts is important.

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Target company is a Crypto centric White-Label B2B2C Fintech Platform founded in 2018 in the United Kingdom.  They are focused on being a Business-to-Business provider of Fintech services through a managed services model.  

Their current objective is an $11M raise to facilitate a strategic acquisition, (EMI), and fund operations in anticipation of a planned IPO.  LoBue client’s investment is a majority of this investment round.

As part of the four-week assessment review LoBue evaluated the target company in the context of organization and corporate structure; operations analysis; products and services; resulting in a rating of Integrated and Mature (four on a scale of one to five).

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The initiative resulted in Private Equity Client moving forward with three to four Million Dollar investment in current round.

High-level Review and Recommendations:

• Vetted and expanded target’s forecast for five-year plan (no plan existed when we started our review).
• Staffing ramp identified need for target changes for staffing plan supporting technology roadmap resource demands.
• Presented review of UK and US compliance considerations.

• Developed detailed competitive research for direct competitors.
• Our organization and corporate structure review resulted in accountability and span of control improvement recommendations.  Corporate structure review identified deal structure action items for client.
• Reviewed target company products and services and readiness for delivery.
• Prepared Sources and Uses Statement to provide LoBue client with expected cash flow demand, as well as identifying potential challenges and opportunities.

Select Detailed Findings and Recommendations:

• In reviewing the organization chart provided, we recommend rationalizing the current organization structure to reduce the CEO’s span of control and provide more direct accountability and focus on the manager and team levels.
• Given the ramp-up in lending revenue, it is important to have tight control over client on-boarding and cryptocurrency wallet management.  In the beginning this will be a combination of staff and automation.
• Given their experience with both large and smaller customers, management has shifted their client acquisition focus more toward larger clients.  From a risk management viewpoint, it is important to understand the possible risks of a too concentrated client base.
• With the marketing shift to larger clients, operations and especially client services may have to be re-evaluated to provide client focused teams to tailor services to individual clients.
• Operations planning is important in scaling for growth.  Onboarding with proper training is imperative to avoid process disruptions and client service issues.

• Disaster recovery for both technology and process operations should be developed with periodic reviews, updates, and testing routines.
• If not already in place, management should develop a detailed roadmap for all future development activities to ensure proper technology resources are assigned and timing and cost of completion is segregated at the task level.
• A technology disaster recovery plan for all systems, networks, and physical space should be developed, with periodic updates and tests.
• With significant cryptocurrency deposits, and deposit lending and crypto lending to partner, focus should be made on defining, selecting, and implementing real time monitoring tools to ensure down-side triggers are available to avoid any unnecessary losses.  
• Currently the Impairment balance is a negligible percent of the lending balance.  Management should consider performing a more detailed review by LTV ratio, cryptocurrency, and customer type.

• Given compliance approval, required reserves should be reviewed and included in budget.

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Target is a growing technology company that is well positioned to take advantage of a key market opportunity as businesses are more engaged in the crypto currency and digital asset ecosystem.  Target company’s planned launch is in 2022 and expects to grow rapidly.  Raise of $6M to capitalize the company and meet strategic objectives.

As part of the four-week assessment review LoBue evaluated the target company in the context of organization and corporate structure; operations analysis; products and services; resulting in a rating of Integrated and Mature (level four on a scale of one to five).

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The initiative resulted in Private Equity Client moving forward with $6M investment in current round.

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High-level Review and Recommendations:

• Vetted and expanded target’s forecast for five-year plan, with full driver details.
• Reviewed and upgraded the target’s RTS-7 Compliance Assessment.  We view this as a measurable indication of target’s “go to market” readiness.

• Our technology assessment affirmed that significant development has been done to ready the target “eco-system” for launch.  We have reviewed and updated the target’s technology roadmap, including estimated remaining work effort.
• Reviewed target company products and services and readiness for delivery.
• Evaluated sales, go to market capabilities, and competitive positioning.
• Prepared Sources and Uses Statement to provide LoBue client with expected cash flow demand, as well as identifying potential challenges and opportunities.
• Worked with target to define a more detailed set of performance measurement KPI’s, metrics, and activity indicators for better understanding of post-launch performance.

Selected Detailed Findings and Recommendations

• Focus on very good execution so that their reputation will be a key driver for expanding client and market opportunities.
• “White-glove” customer service is essential for all clients. Keeping ahead-of-the-curve, while scaling will minimize potential service challenges.  
• Development of the CRM- customer service system, currently in their roadmap, should be a high priority.
• As a high percentage of revenue will come from cryptocurrency trading fees, the expansion of tradable coins should be a high priority.
• Management should utilize the already developed Crypto Drivers as part of daily, weekly, monthly, and year-to-date reporting.  

• Given the technology roadmap development, cash burn, and required regulatory balances, it is imperative that the use of funds be carefully monitored and updated regularly.
• Given the realities in the competition for engineering and programming assets worldwide, the focused recruitment effort should carefully monitor and updated as required.
• Ensuring that regulatory compliance is bullet-proof is an imperative to avoid the very significant fines that the banking industry has suffered over the last several years.

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On behalf of a private equity client, LoBue conducted a comprehensive operational and financial review of all company functions and processes, starting with sales management and going through billing and collections.  Simultaneous with our review, we identified and negotiated multiple bolt-on acquisition targets to round-out the company’s product offering and tool set.

Already in a leading position in distributed systems conversion to the cloud, the company recognized the need to add main-frame Cloud services to provide a comprehensive Modernization platform for corporate clients. Automated tool sets with the ability to migrate systems more efficiently and predictably than manual-based methods was at the core of the company’s “Modernization” strategy.  

Additionally, its hyper scale big data product, presented a leadership position in ingesting data at higher speeds than the leading, more recognized providers.

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The initiative resulted in investment raise of $40M from strategic and private equity investors.  In addition, the program included the following key achievements across the business globally.

High-level Recommendations:

• Developed full organization structure for transformation opportunities in sales; marketing; business development; service delivery; operations; finance; and accounting.
• Developed enhanced sales management process and sales funnel to forecast opportunities by sales channel, including expected accretive sales from acquisitions.
• Developed service support forecast model, by role, with a goal of maximizing offshore technical engineering skills.  

• Develop end-to-end process mapping, improving key operations processes for maximizing efficiency, reducing customer turnaround time.
• Enhance existing forecasting model to identify channel growth and incremental resource requirements over multi-year timeline (including all acquisitions, products and services).
• Implement strategic acquisition plan for bolt-on products and services.

Select Detailed Recommendations:

• Improve tracking of the entire pipeline process including assigning estimated close and start dates and aging.  This will provide valuable information for sales performance and expected resource planning.  
•  Update CRM software to meet data capture and report needs (including metrics).
• Review each role and look to migrate capabilities to the low-cost service center.
• Given the pace of activity subsequent to close, it will be extremely important to establish the finance and accounting team.  

• Implement end-to-end accounting system, including funnel management, tradeshow management, pre-billing, time recording, project management and profitability, project billing, and financial and cash reporting.
• The chart of accounts and related reporting should be changed to meet GAAP requirements.
• It is recommended that the company employ licensing management software to manage the cost, allocation, and renewal of all COS and SGA software licenses. This will result in bringing compliance current and significant savings on a go-forward basis.
• Conducted a complete organizational analysis, including position rationalization, review and modification of staff spans-of-control, and development and implementation of career-pathing models.  

Product and Strategic Acquisitions

The target business plan, and primary rationale for current funding, is based on the need to rapidly build out the company’s infrastructure and capabilities for cloud migrations and big data.

A significant component of this strategy is an aggressive acquisition program to:

• Support the buildout of the infrastructure.
• Acquire human resources capabilities which solidify and grow the company’s base to dominate in “Cloud migrations”.
• Acquire companies that complement the Modernization and Big Data platforms in place.

• Prepare for significant compound revenue growth.

A set of early acquisition targets have been identified to achieve these objectives.  Four acquisitions were completed within 12 months of capital raise.  

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A major US based Mutual Fund Company was experiencing delays in their processing center which was causing corresponding issues in customer services.  LoBue Group was engaged to assess the situation and recommend and implement changes to alleviate the issues.  LoBue Group found inconsistent process routines between Mutual Fund Family Groups and varying end to end process times.  A result the contact center had difficulty answer client issues in a consistent manner.

• All processing delays were eliminated in the input center with over 99% same day processing.
• The input center productivity improved over 30% allowing for significant new volume absorption.
• Contact Center turnaround times and first call resolutions were dramatically improved with first call resolutions going from 60 % to over 95%.
• Call times were reduced over 25%.
• Upon completion of implementation a direct expense reduction of $4.0 million was achieved along with new volume absorption over 20% and reduction of contact center calls of 30%.

• Centralize all processing into one service center with standard end-to-end processing and same day execution for all transactions.
• Extend the processing center operating hours to allow for late arriving items to be processed on a same day basis.
• Develop new MIS for all processing center activities to insure efficient processing and quick adjustments for out of standard activities.
• Develop new marketing program pre-launch review with Processing Center and Contact Center management to insure proper preparedness for increasing new volumes.
• Develop a universal agent profile with increased authority for all Contact Center staff through the implementation of new cross-training programs to foster improved first call resolution rates.

The Asbestos health claims crisis caused the need for the Insurance Industry to address the problem in unison.  Legacy policies for many industrial companies were written by several Insurers clouding who and which policy covered individual claims.

The potential liability was not known but was feared to be the largest Insurance Industry liability in History.

The Industry created a Consortium Group to define the issues and assess how to approach the resolution.

The President of the Consortium engaged LoBue Group to lead the evaluation of the Liability dimensioning and to design and implement a operating facility to prototype resolution processes.

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LoBue completed an extensive correlation and regression analysis and model development showing the time and cost of remediating the expected claims on a yearly basis and variable assumptions on aggressive resolution vs defensive resolution timelines.

A prototype processing facility was implemented and selective claims were processed through the facility to gain insight into the expected broarder liability processing costs and time to remediation of 90% of the expected cases.

The LoBue analysis showed that an aggressive approach to remediation would dramatically increase liability payments in the short time.  This would quickly overwelm total Industry reserves and create a liquidity crisis.

LoBue recommended and the Consortium accepted a standardized process for claims handling and liability sharing.  Along with this it was determined that a cautious approach to Remediation was necessary to spread the timeline of settlements and better understand the reality of the "Real Liability".

The Consortium facility was eventually disbanded when all analysis was completed and underlying issues were fully understood.

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Conduct a detailed Policy review and build a model to assess the extent of possible claims by policy and by timeline to determine the liability over the expected life of the claims.

Design a prototype processing center to test and develop resolution processing and remediation practices best suited to minimalizing the cost of resolution.

Provide an array of possible outcomes for review with the Industry leaders to decide on a specific course of action.

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The largest bank in their market was void of any discernable Affluent banking proposition for its most profitable retail customers.  Business focused on “local” or branch customer ownership leading inconsistent best efforts “VIP” treatment.  Segmentation policy built on loose rules which did little to capture opportunities against existing or external to bank Affluent segment.  Bank’s channels and fulfillment operations failed in meeting acceptable TAT’s causing customer frustration.  Affluent customers consistently sought servicing from other market players, mainly int’l banks, causing asset erosion or many cases total customer defection.  Bank management invited LoBue to assess current situation and develop a strategy and rapid tactical deployment model to realize opportunities within the Affluent banking market.

The largest bank in their market was void of any discernable Affluent banking proposition for its most profitable retail customers.  Business focused on “local” or branch customer ownership leading inconsistent best efforts “VIP” treatment.  Segmentation policy built on loose rules which did little to capture opportunities against existing or external to bank Affluent segment.  Bank’s channels and fulfillment operations failed in meeting acceptable TAT’s causing customer frustration.  Affluent customers consistently sought servicing from other market players, mainly int’l banks, causing asset erosion or many cases total customer defection.  Bank management invited LoBue to assess current situation and develop a strategy and rapid tactical deployment model to realize opportunities within the Affluent banking market.

The largest bank in their market was void of any discernable Affluent banking proposition for its most profitable retail customers.  Business focused on “local” or branch customer ownership leading inconsistent best efforts “VIP” treatment.  Segmentation policy built on loose rules which did little to capture opportunities against existing or external to bank Affluent segment.  Bank’s channels and fulfillment operations failed in meeting acceptable TAT’s causing customer frustration.  Affluent customers consistently sought servicing from other market players, mainly int’l banks, causing asset erosion or many cases total customer defection.  Bank management invited LoBue to assess current situation and develop a strategy and rapid tactical deployment model to realize opportunities within the Affluent banking market.

The LoBue Group was engaged to develop a growth platform for a 13 Clinic Dental Health Care Chain aimed at being the foundation for a clinic “roll-up” to 200 facilities.

The enterprise doubled the number of clinics, 13 to 26, within 90 days of the 6-month engagements completion.  The Pre-acquisition and post-acquisition “Play books” were utilized and proven in the later transactions.

The modeled 200 clinic chain shows a +/- $20,000,000.00  operating expense reduction from the 13 clinic baseline, aligned to the exit strategy expected to result in an a successful IPO or acquisition by a competitor chain.

Developed a pre-acquisition “Play-Book” to focus the acquisition strategy on candidates that meet prescribed Revenue, Line of Business, Geographic Location and Acquisition Cost parameters.

Delivered a post-acquisition “Play Book” that detailed post closing activities to bring new facilities into current network, with consistent customer service, process, employee training, technology, line of business refinements and management and reporting criteria.

Evaluated existing systems and developed a “Technology Roadmap” for taking the business to 200 clinics.  Assisted in vendor review and selection.  New accounting, contact center, human resources and business management platforms were selected.  Innovations for future technology considerations were specified including mobile applications for appointments, and billing/payments.

Developed a line of business and “public vs private clinic” evaluation tool which supported the strategy to de-emphasize “Public Clinic” acquisitions.

Delivered a volume, type of service and clinic utilization rates model which guided the same store sales objectives and focused on future Enterprise Value.

Laid out an enterprise management structure evolution model to take the firm from 13 to 200 clinics. This included Clinic supervisory and management staffing, district and regional management, change management, technology management, human resources and training management, and doctor and clinician management, recruitment and training.

This boutique Islamic Banking institution needed to develop a suite of products and services that would encourage new and existing customers to maintain or deepen their relationship with the bank.  The account opening process was very complex including 19 documents, 43 signatures (internal and customer) and 34 stamps, with other services (ATM, Mobile Banking, Internet Banking and SMS) provided to the customer via separate applications and only upon customer requests.  Consumer credit origination processes (various Murabaha, Musawama and Credit Card offerings) were complicated with excessive documents and signatures.  Credit turnaround times exceeded market standards for both Conventional and Islamic products and services, rendering the bank uncompetitive with prime customers.  

The processes behind each of the products were built on the legacy of Conventional Banking, incorporating market practices of the leading conventional banks while adding additional layers of processing to meet the sometimes not universally agreed upon requirements of a specific Sharia Board. This led to inefficient with redundant processing and authorizations, excessive handoffs and an inordinate number of non-value added steps.  There was also an abundance of internal bureaucracy imbedded within the processes, resulting in a high level of documentation for audit tracking purposes.

These deficiencies led to turnaround times of up to six days for some applications, but with no existing reporting mechanism in place, there was no way to track or correct these deficiencies before they negatively impacted the Customer Experience.

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• Enhanced customer relationships enabled by standardization of products, processes, KPIs and SLAs.
• Automatic inclusion of various “sticky” channel products at the Account Opening stage ensuring longer lasting deeper relationships with customers as well as supporting the migration of customer transactions from high cost (branch) channel to lower cost (digital / alternative) channels.
• Reducing variability and complexity of product setup resulting in improved processing efficiency and lowered turnaround times.
• Streamlining credit approval process without degrading risk mitigation and decision making parameters.
• Significant TAT and cost savings achieved in lending processes by reducing Non Value Added steps by 90%, eliminating 22% of documents and reducing required signatures by over 50%.
• Customer TAT reduced by 46% for Account Opening and 59% for Credit Cards.
• Auto Finance TATs reduced to one day from original six with Personal Finance down to two days from original four.

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• Re-engineered product setup to ensure all new customers are automatically enrolled with SMS and Mobile banking access at the account opening stage. This included completing and verifying registration on the chosen device before the customer left the branch.
• All liability accounts opened with ATM card assuring lower cost ATM and CDM access. With cards created and embossed in real time at the branch, branch staff were able to walk the customer through their first deposit at the ATM to better encourage this channels usage, especially among more traditional customers who would normally favor Tellers over machines.
• The enabling of Internet and subsequent IVR Registration (via the internet) to better enable Call Center functionality.
• Optimized the use of existing technology including Electronic Signature Pads, Wireless Card and PIN terminals and the Automated Queuing solution to enhance customer service while increasing ROI on previously underutilized technology acquisitions.
• Rationalized application forms eliminating duplicate fields, removing unnecessary information and significantly reducing multiple customer and internal signatures.
• Eliminating unnecessary stamps and duplicate checking on required documentations, relying instead on automatically captured systems records.
• Document generation initialized at deal creation stage reducing the number of required customer visits.
• Combining duplicate credit approval processes into one consolidated approval.
• Implementation of turnaround time tracking reports in order to communicate and track service expectations to customers.
• Synchronizing internal departments work schedules and efforts by aligning automobile sales offices with bank and dealership hours.

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