
Increasing Customer Satisfaction and Reducing Cost Across Asia
Workplace/Financial Services
Industry: Financial Services
Focus Area: Strategic transformation, operating model redesign
Key Outcomes: Cost reduction, increased service quality, increased gainshare, contract renewal
Region: Asia–Pacific
Summary
A global UK bank with it’s Asian headquarters in Hong Kong needed to transform it’s real estate service delivery across 18 APAC countries, shifting from fragmented, locally managed agreements to a unified global framework. This was the largest deal of its kind in the sector at the time, with services valued at US$100M per year.
The Challenge
Service standards varied widely between markets
Leadership was tied up in operational detail, limiting strategic focus
Developing portfolio level data and performance insights
Transitioning over 1,100 staff and multiple supply chains across diverse cultures and regulations
The Intervention
While working with the bank’s service provider Michael led the multi-year transformation, working with global and local executives to define and implement a target operating model. This included reorganisation to meet cost-reduction targets, governance structure redesign, and alignment of service levels across all countries.
The Results
Glide path savings of 7% year-on-year with measurable service uplift
150% increase in client satisfaction in an 18 month period, increasing access to gainshare
Accessible and succinct portfolio level performance data
Robust executive relationships that reduced operational bottlenecks, enabling faster decision-makingSecured an off-market contract renewal, extending the partnership
Client Voice
"Michael worked alongside the global leadership team to deliver services across key markets in Asia. He brought a consultative mindset to increasing stakeholder satisfaction across the Bank"
Nick Turner, Global Head Facilities Management & H&S, HSBC - London