What is most valuable?
We currently are migrating to CA. We're coming from a legacy model. We only have simple functionality, in terms of what we are going to do for challenging fraud.
Overall, there's a strategy to reduce that. It's kind of a new within our commercial book. CA has been recognized as being the leader within the commercial sector. Hence, there's a move to move towards these best practices.
What needs improvement?
Unifying operational changes around highlighting. If you highlight one item, it will highlight the one card that's affected across the board.
Unifying that functionality across all areas of the components that operations would use would be really good, giving them a great landscape to work with. Can you see all of it on one screen and is it clear?
One thing we are going through right now is looking at the legacy system and seeing where that information from the audit area would be getting back to an agent.
They are used to seeing something that they're adopting in the new system. Are they going to see the same thing? If not, do they need to see it?
Challenging the operations as well, rather than just saying, "The product doesn't give us what we need, therefore, we need to change it".
What do I think about the stability of the solution?
The legacy platform's been there for 13 years. The improvements we've done from the colleague or a customer side of things has been limited. I joke when it says your Internet Explorer options needs to be 5.5 and above. That gives you some idea of how often we update the site.
For customers and colleagues, there's a good length of engagement we've had with them to make sure that they are fully immersed in what we're doing.
The reduction in operational impacts improves customer journeys. We have got a whole emphasis that the organization works for, of bringing in more digital experience to customers, as most probably the industry has as well.
What do I think about the scalability of the solution?
RTS feedback today says you've got to look at virtual and pre-paid. We would keep the working assumption that it wasn't going to be in scope for us and that it was just going to be physical.
Virtual is possibly our largest growing segment within the commercial portfolio. We concert more business and large corporations. It's very diverse.
The scale of it is in terms of options we can give to customers, in line with operational impact against the fraud reduction will be absolute paramount to what we need to do going forward.
How are customer service and technical support?
It's purely been from a technical implementation respect, but we had a few curve balls thrown at us by our own internal governance. They have literally taken everything on board and said, "We can't do it this timescale, but we can work to this".
So, it's constantly proactive. We're constantly engaging with them backwards and forwards and saying, "Can we do this?" We always throw the curve balls at them. We always were, especially, with the new releases.
We're doing this for our third-party as well. As a team, it's successful with everybody playing their part and they have been there at the forefront defining new stuff, suggesting things around strategy where we don't have the experience, and we don't have the current data. It's a fresh book that we are looking at.
Which solution did I use previously and why did I switch?
Let's put it this way, it's like going from Larder to a Ferrari. People laugh when I say that, but at the end of the day, it's more intuitive.
The customer experience is better. We are going for a light to light design to where we are still using impartial password. But, it gives us the foundation to move forward into something that we want to do and know where the business wants to go. We're seeing it as a commercial opportunity above and beyond the fraud savings that we're looking to generate.
How was the initial setup?
There are a few unique things that we're looking at around access controllers for internal purposes, for audit. It's not an out-of-the-box functionality. We don't have reports. It's got to be automated.
Again, it was a new requirement. We've put it across. These guys are working to do it and our US operation has requested the same thing, because it came across the group and they are working with us.
They want to put this on their roadmap and say, "How can we facilitate you?" Considering as we're a new customer, we'd talk about the innovation that they're doing around risk analytics.
I think if we had gone to the old systems, our operational errors might push back a lot harder. But seeing what they are doing within it and the support we do get with the training and the level of engagement, they want to support us with the strategy where we might not have that skill set yet.
We're building as a new team. They have been absolutely paramount of any conversation we have with the business.
What other advice do I have?
The way I see it, with the MI coming up to bat, that is what will drive anything, whether it's a customer journey, an operational change, or just the fraud strategy and the engagement.
From a professional element, knowing their stuff and just seeing them today talking from a data science perspective, these guys know what they're talking about. It seems really, really engaging.
When looking for a vendor, I look for communication and innovation.
Communication: Somebody you can actually work with, talk to, and get along with. We're not developing any code ourselves. The implementation changes that we are doing are literally being done between a third party vendor and a strategic partnership with CA.
We are the customer, but we are working alongside them, because obviously the operational impacts and building the strategy is from the ground up.
And you need to put scheme involvements in there. There are five third-parties that I'm dealing with on a day to day basis. CA has very much unified that. They have brought their experiences together with the schemes books. We own that relationship, so we have to drive the changes.
We couldn't ask for anything more, really. They really have unified that element given their experience. Going forward, we are looking to build our own roadmap against what regulation changes are coming up.
If it all goes well and we get our numbers down, then we can talk again for a higher rating.