$13M+
In identified savings opportunities
$1.5M
In immediate savings from a single vendor-to-internal transition
10x+
Estimated ROI on workforce management initiative
Overview
A large financial services organization found itself managing significant operational complexity after a series of mergers and acquisitions. With approximately 1,200 contact center employees spread across 38 distinct operating groups, the company had accumulated overlapping tools, inconsistent processes, and a fragmented workforce management structure. The impact was felt on two fronts: rising operational costs and an inconsistent customer experience. Leadership set a clear objective. Find meaningful efficiencies, reduce costs, and build the foundation for a consistently excellent customer experience.
They needed more than a set of recommendations. They needed a partner who would get inside the operation, understand it from the ground up, and hand them a clear path forward.
That is what Insite delivered.
Challenges
Post-M&A contact center environments carry a distinctive kind of operational debt. Individual business units that once operated independently continue running their own processes, tools, and performance standards long after consolidation. The result is a fragmented operation that is expensive, inconsistent, and difficult to manage at scale.
For this client, the challenges were significant:
- Operational fragmentation at scale. Across 38 operating groups, the organization was running six different CRM platforms and 44 separate quality assurance forms. Most teams were not using any workforce management (WFM) system, despite the tools already being in place.
- Underutilized technology. The company owned capabilities that it was not using. Agent co-pilot functionality that could guide representatives through complex calls in real time sat dormant in their core telephony platform. Automated QA tools were licensed but not activated across the broader organization.
- Third-party spend that had outgrown its purpose. A vendor was being paid to perform quality assurance work that the company’s own licensed tools could handle internally. And a BPO was used for burst capacity, masking a deeper workforce management gap.
- No consistent performance baseline. Without standardized WFM practices or a unified QA framework, leadership had limited visibility into how performance varied across groups and no reliable mechanism for capturing or acting on the data.
The company’s goal was straightforward. Identify savings, streamline operations, enhance the customer experience, and build the structure to sustain improvement. Hitting that goal required understanding exactly what was happening inside a 1,200-person, 38-group contact center operation.
Approach
Insite embedded directly into the organization to conduct a comprehensive operational assessment using its proprietary MegaMap® methodology.
Discovery at depth. The engagement began with structured discovery across all 38 operating groups. Insite conducted interviews with key stakeholders and performed side-by-side observations with frontline staff, documenting processes in detail. Each process map was reviewed and signed off by the client’s team before analysis began. In total, Insite completed 35 stakeholder interviews and mapped 1,150 process steps.
Data collection and quantification. Throughout the engagement, Insite gathered performance data across locations to understand where work was being done, by whom, and at what cost. That data drove the financial analysis, identifying not just what could be improved, but how much each improvement was worth.
45 prioritized recommendations. The MegaMap® assessment produced 45 specific, customized recommendations, each grounded in observed operations and supported by quantified impact estimates. Rather than treating each finding independently, Insite developed recommendations that accounted for the interdependencies across teams, workflows, and technology. Changes in one area were evaluated for their ripple effect across the operation, ensuring the full roadmap worked as a connected system.
Solutions
The assessment surfaced a set of high-priority improvement opportunities that addressed both immediate cost reduction and long-term operational consistency.
- Workforce management transformation. Across a series of acquisitions, each business unit had developed its own approach to staffing and scheduling, and no consistent WFM practice had ever taken hold across the combined organization. The result was one of the most consequential findings of the assessment. Without proper staffing models, agents were fielding back-to-back calls in understaffed areas, contributing to attrition and inconsistent customer experience. The WFM initiative represented approximately a 10x return on investment, with multiple engagement paths available to the client. Insite could build and manage the function, build it and transition it to an internal team, or take a combination approach that included hiring support. The client chose the build-and-transition model.
- Activating technology already in-house. One of the clearest immediate opportunities was turning on automated QA across all 38 operating groups. The client was already paying for the licenses. They were also paying a third-party vendor to perform QA manually in one part of the organization. Insite’s recommendation was to eliminate vendor spend, activate the already-owned automated QA platform, and deliver consistent performance insight across the entire operation rather than just a single division. The savings were available immediately.
- Agent co-pilot implementation. Within the client’s core telephony platform, an AI-powered co-pilot feature had never been activated. This capability listens to live calls, searches the knowledge base in real time, and surfaces relevant information to agents as conversations unfold. Rather than replacing agents, it gives them the right answers at the right moment, reducing handle time, improving first call resolution, and supporting consistent compliance. This is Human Operations® in practice, technology designed to elevate what people can do, not to replace them.
- Candid guidance on cost structure. Part of Insite’s value in this engagement was surfacing cost implications that had gone unexamined. Through the assessment process, Insite identified staffing decisions that were quietly adding budget pressure, helped leadership understand the financial impact, and outlined a clear path to recovering those dollars.
Results
The assessment identified a path to more than $13 million in savings opportunities, with several initiatives capable of generating immediate impact.
Moving a single BPO function from a third-party vendor to an internal team represented a $1.5 million savings opportunity without a long implementation cycle. The workforce management initiative carried an estimated return of more than 10x the engagement cost. Across seven key initiatives, the roadmap outlined a clear route to $10 million or more in total savings.
Beyond the financials, the engagement delivered something equally important: a blueprint. Leadership received a prioritized, data-backed plan that showed them exactly where the problems were, what was causing them, and what to do about it, in a sequence that matched their capacity to act. For a leader responsible for a sprawling post-M&A operation, that clarity had immediate strategic value.
Insite delivered an exceptional assessment. The findings gave us exactly what we needed to move forward with confidence.
- Ana K. | SVP Director, Operations
Conclusion
Post-merger contact center environments are among the most complex operational challenges a company can face. The combination of fragmented tools, inconsistent processes, and an inherited technology stack creates cost and risk that grows harder to unwind over time. Insite has worked alongside organizations navigating exactly this challenge across multiple industries, developing a depth of expertise that allows them to move quickly, ask the right questions, and deliver recommendations that account for the full complexity of a consolidated operation.
Insite’s MegaMap® assessment gave this financial services client what most assessments do not: a ground-level understanding of the entire operation, built through direct observation and supported by data, producing recommendations with quantified financial impact and a clear implementation path.
The engagement validated Insite’s core model; embedded work, real numbers, and a guaranteed return on the investment.
Ready to find what is driving cost in your contact center operations? Schedule a discovery call.
