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CCR2 Collections Technology

Delivering an agile approach to technology

A major IT upgrade, with a new collection platform and dialler, has put the business in a position to grow further

David Churchill, Chief information officer, Cabot Credit Management

Growth and acquisitions brings challenges around keeping business processes aligned and functional whilst new businesses are integrated, and this is often tied to the technology which supports those business processes. We have grown significantly in recent

years, with a number of major acquisitions taking place. As a result, the IT team has had to evolve and adapt to support new opportunities whilst meeting the challenges of a dynamic and changing business.

Reasons for change Over time, the number of systems supporting the business had grown as each acquisition bought its own set of platforms. In addition, the complexity of the technology required to keep these various systems aligned and to deliver a consistent experience to users and customers was becoming increasingly difficult to manage. During 2015 we undertook a major

business transformation by consolidating and simplifying the technology used throughout the business by introducing world-class platforms. The key objectives were: l To migrate all debt purchase operations onto FICO’s DM9 collections platform. l To consolidate three legacy diallers into a Noble Enterprise platform covering the whole group. l To move these core IT services into a private cloud. Ultimately, the aim was to support the business need to align processes and

February 2016

James Edwards Enterprise architect & IT strategy manager, Cabot Credit Management Jedwards@

provide flexibility across our five sites in the UK (Kings Hill, Worthing, London, Stratford-Upon-Avon and Brackley) and one in India (Gurgoan).

A changed mindset Expanding across multiple sites and continents requires a shift in thinking across the business about how technology is delivered and consumed. Rather than being a local resource,

attached to a specific location, we wanted to deliver these systems as technology services which are available anywhere the business wants to operate.

Practical considerations Traditionally, system-migration projects have timescales measured in years, but the business was continuing to grow, and was still on the acquisition trail, so the changes had to be delivered at pace. The business would not wait. By really challenging ourselves, and our

partners, we delivered the new collections platform in six months and the dialler a month later. In order to achieve this, we developed a

new cross-functional AGILE approach to delivering technology change, which has now been embedded into our ongoing process as business as usual.

The results The benefits of the unified platform are numerous and visible across the business:

Expanding across multiple sites and continents requires a shift in thinking across the business about how technology is delivered and consumed

l Improved flexibility around resource management, particularly across different sites. l Improved time to market for new functionality. l Decreased costs and effort for business- process changes. l Enhanced customer outcomes by providing a single view of customer data. l Improved compliance monitoring and management.

Conclusion This realignment of systems and processes will allow us to take advantage of new digital opportunities and technologies, as well as allowing us to make further acquisitions and growth, secure in the knowledge that the technology is now in place and is scalable to any requirements. CCR2


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