Dynamics 365 Contact Center
Voice and digital channels through one routing engine, with AI self-service and in-conversation assistance for live agents.
A regional credit union expanding beyond its home province, Canada. Customer and loan data lived in multiple systems, tasks were unautomated, compliance processes were manual and loan approvals were slow. The telephony platform in use was being discontinued.
Customer and loan data lived in multiple systems, tasks were unautomated, compliance processes were manual and loan approvals were slow. The telephony platform in use was being discontinued.
Channel fragmentation in financial services is expensive in a specific way. A member who chats, then calls, then visits a branch is three conversations to the institution and one to themselves, and the gap between those two views is where dissatisfaction accumulates.
Dynamics 365 Contact Center with voice was deployed to bring live chat, voice and SMS into one experience, on top of an existing estate that already included Finance, Sales, Customer Service and Customer Insights.
The trigger was practical rather than strategic — the existing telephony platform was being discontinued — which is how a great many contact centre modernisations actually start. What the institution did well was use a forced migration to consolidate channels rather than to replace like with like.
These are the figures exactly as reported in the source. Nothing has been rounded, extrapolated or restated.
Voice and digital channels through one routing engine, with AI self-service and in-conversation assistance for live agents.
Case management with ownership, SLAs, escalation and knowledge — everything a shared mailbox structurally cannot provide.
Pipeline, relationship intelligence and forecasting, built to be maintained as a by-product of selling rather than as administration.
Unifies customer or constituent records from several source systems into one profile, then orchestrates journeys that react to behaviour rather than to a schedule.
The lesson is opportunistic: a forced platform change is the cheapest moment to make a structural improvement, because the disruption is already budgeted.
Where it usually gets harder than expected: A 360-degree view is only as good as the least well-integrated source behind it. Loan origination data in particular tends to lag, and an advisor who sees stale information trusts the whole view less.
We sit with the people doing the work and watch what actually happens, including every workaround. Process documents and reality are rarely the same thing.
We prototype and show you your own records in it, not a demo company, before anything is built.
By site, by practice group or by service line — with the group that wants it most going first, to a fixed price.
We report against the numbers agreed at the start, including where the result fell short of the target.
If any of the above describes your organization, tell us where it hurts most. We will tell you what the same platforms could realistically do in your environment, what we would measure, and whether we think it is worth doing at all.
Describe the situation in your own words.