Customer focus

Demand is up, budgets are down, and you are being asked to change behaviour and manage demand. But you still have to answer the phones and keep customers, and councillors, happy.

We offer a unique combination of insight and experience, tools and resources to enable you to create and deliver an effective and efficient customer strategy. For us, customer-led transformation is not simply about managing contact centres and ‘customer services’.  What makes our customer offer different is that we concentrate on the ‘big picture’:  managing your organisation’s reputation, identifying optimal delivery models, and managing a reducing cost base through digital channel shift and re-designing services today and for the future.

So, whether you need a customer contact strategy which identifies real, cashable, end-to-end savings; a means of harnessing and using customer insight more effectively; or a business case for digital transformation based on accurate demand analysis, we have the skills and the common sense to help you with the right approach at the right time.


Gerald Powers worked with the Ministry of Defence and later specialised in change and benefits realisation with a particular emphasis on the role of technology, skills and behaviour change in effective delivery of outcomes. During his career he has worked across all of the major Central Government departments including DWP, DH, HMRC, DfT, Directgov and CLG. In addition Gerald has worked extensively with Local Government, the third sector and industry in situations ranging from simple procurement to complex collaborative alliances. His most prominent role within Government before leaving to become a consultant was with the Cabinet Office where he provided advice to Ministers and Departments on the economic case for digital services and on delivering cashable savings. This was a logical precursor to his current work which focusses on holistic change that exploits customer insight, digital technology and service design to deliver benefits to service users and efficiencies for service providers. 

We helped Westminster to close their one-stop shops without causing difficulties for customers. Online services were improved, and easy-access self-service computers were installed in community centres and libraries, with support staff in some locations. Westminster saved over £1.2m a year.

Merton wanted to build customer insight into their programme – and their day-to-day work. We looked first at which customers use which services (and how they contact the council to do it), identifying real opportunities for change. The exciting bit was then following this up in a couple of services – calculating the total ‘cost to serve’, and working directly with customers to find new and better ways to meet their needs.