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  • 1. Business Process Capabilities 14 Piedmont Center, Suite 750 www.benchmarkinternational.com Atlanta, GA 30305 United States Telephone: 404-439-8430 © 2009 BenchMark Consulting International
  • 2. Presentation Contents
    • Organizational Background
    • Clients
    • Key Assets
    • Process – Consulting Services
      • Assessment
      • Design
      • Implementation
    • Sample Case Studies
  • 3. BenchMark Consulting International Organizational Background
  • 4. BenchMark Vital Statistics
    • Founded in 1988
    • Mission: To ensure our clients achieve financial and operational success by providing superior consulting services that exceed client’s expectations.
    • Core competencies are analyzing , designing , and implementing business processes to achieve lower costs, greater revenue, and more satisfied customers
    • Dual Headquarters: Atlanta, USA and Munich, Germany
    • Acquired by Fidelity National Information Services in 2003
  • 5.
    • Member of the Fortune 500
    • $4.2 Billion Annual Revenue
    • $8.7 Billion Market Capitalization
    • Leading market positions:
      • #1 Deposit Solutions: US Banks
      • #1 Commercial Lending Solutions: Global Banks
      • #1 Consumer Lending Solutions: US Banks
      • #1 Automotive Finance Lenders
      • #1 Check Risk Management: National Retailers
      • #1 Mortgage Processing and Information Services
    • Fidelity Clients include Top Tier Financial Institutions, Community Financial Institutions, and Mortgage Services
    • Ranked the number one banking service provider in the world by American Banker and the research firm Financial Insights and the number two overall financial technology provider in the annual FinTech 100 rankings.
    Fidelity National Information Services
  • 6. BenchMark Business Segments
    • National Banking Practices
    • Auto Finance & Leasing
    • Consumer Lending
    • Residential Mortgage
    • Small Business Banking
    • Commercial Lending
    • Deposit Operations
    • Retail Delivery
    • Regional Banking
  • 7. BenchMark Consulting International Clients
  • 8. North American Clients
    • 9 of the Top 10 US Banks (asset size)
    • 39 of the Top 50 US Banks (asset size)
    • All of the Top 5 Canadian Banks (asset size)
    • All 14 of the 14 Largest US Captive Auto Finance Corporations
  • 9. North American Clients Royal Bank of Canada Scotiabank SouthTrust Bank Sovereign Bank SunTrust Banks Susquehanna Bancshares Synovus Financial Tompkins County Trust Co TD Canada Trust Toyota Financial Services Trustmark Bank Union Bank of California Union Planters USAA U.S. Bancorp Valley Independent Bank Volkswagen Credit Volvo Finance N.A. Wachovia Washington Mutual Wells Fargo Bank Wells Fargo Mortgage Wilmington Savings F.S. WFS Financial World Omni Zions Bancorp IndyMac Bank J P Morgan Chase & Co Key Bank Marquette Bank MBNA Mellon Bank Mercantile Bancshares Michigan National Bank Mitsubishi Motors Credit of America, Inc. M & I Bank M & T Bank National City Bank National Penn Bank Nissan Motor Acceptance Overture Pacific Capital Bank PNC Bank Porsche Financial Services Primus Financial Services Provident Bank (MD) Provident Bank (NJ) Provident Bank (OH) RBC Centura Bank Regions Financial Corp. Richfield Bank & Trust Co. Countrywide Mortgage Daimler Chrysler Financial Services Dime Savings Bank Discover Financial Services Eagle Bank EMC Mortgage Company Fifth Third Bank First Hawaiian First Horizon Equity Lending First Tennessee Bank First Merit First Security Bank First Union Fleet Boston Ford Motor Credit Company GMAC Hancock Bank Harley-Davidson Financial Services Household Finance Hibernia Bank Huntington Bank Hyundai Motor Finance Co. Independence Community Bank ABN Amro/LaSalle Bank Advanta AllFirst American Honda Finance AmSouth Bank Arvest Bank Bancorp South Bank of America Bank of Hawaii Bank of Montreal Bank of New York Bank of Oklahoma Bank One BankFirst Corporation BMW Financial Services Center One Financial Services Charter One Auto Chevy Chase Bank Citizens Bank Citizens Financial CIBC CitiGroup Colonial Bank Commerce Bank (KS) Commerce Bank (NJ) Compass Bank
  • 10. European Clients Austria BMW Financial Services Siemens Leasing Belgium Alphabet BMW Financial Services Interleasing Belgium France Autop France BMW Financial Services DaimlerChrysler Services DCS Fleet DIAC PSA Banque Volkswagen Financial Services Volvo Financial Services Germany ADAC ALD AutoLeasing Allbank Alphabet Fuhrparkmanagement ASL Auto Service-Leasing Athlon Deutschland BMW Bank BMW Financial Services DaimlerChrysler Bank DaimlerChrysler Services Fleet Mgmt. Fiat Bank Ford Bank Honda ING Car Lease Master Lease Nissan Bank Opel Bank PSA Finance Renault Bank Siemens Financial Services Toyota Bank Volkswagen Bank Volvo Financial Services Italy BMW Financial Services DaimlerChrysler Fin. Services Fiat SAVA FINGERMA Servizi Fin. PSA Finance Renault Nissan Credit Toyota Financial Services Volvo Financial Services Luxembourg Interleasing Luxembourg Netherlands Alphabet BMW Financial Services Hiltermann Lease Services Interleasing Nederland Portugal Renault Gest Spain Alphabe t BMW Financial Services Mercedes-Benz Credit PSA Banque Renault Financiacion Volkswagen Financial Services Volvo Financial Services Switzerland Alphabet BMW Financial Services United Kingdom Alphabet BMW Financial Services DaimlerChrysler Fin. Services DaimlerChrysler Services Fleet Mgmt. First National Motor Finance Ford Credit GMAC Europcar Fleet Management Lloyds TSB A utolease Lloyds UDT Nissan Finance Shell Capital Services Volkswagen Financial Services Volvo Financial Services
  • 11.
    • Asian / Australian Clients
    • BMW Financial Services Japan
    • APLUS Japan
    • BMW Financial Services Australia
    • Commonwealth Bank Australia
    • China Construction Bank China
    • Latin American Clients
    • Ford Motor Credit Brazil
    • Ford Motor Credit Argentina
    • Ford Motor Credit Mexico
    • Fiat Banco Brazil
    Additional Clients
  • 12. BenchMark Consulting International Key Assets
  • 13. Key Assets Foundation of Success Knowledge Base Change Management BenchMark Consulting International People
  • 14. Knowledge Base
    • A unique knowledge base of business strategies, organizational structures, workflows, and technologies that affect business performance
    • Key performance goals and productivity ranges for more than 47 different financial service processes from over 100 different world-class organizations in fifteen countries
    Knowledge Base
  • 15. BenchMark’s Knowledge Sources BenchMark Programs
    • Middle Market Lending
    • Small Business Lending
    • Large Corporate
    • Home Equity Lending
    • Auto Finance & Leasing
    North America
    • CBA – Collections Study
    • CBA – Home Equity Study
    • CBA – Auto Finance Study
    • ALLTEL – Focus Mortgage Servicing Survey
    • RMA – Small Business Risk Management Study
    • CBA= Consumer Bankers Association
    • RMA = Risk Management Association
    Industry Research Round Tables
    • Commercial Senior Credit Officers
    • Small Business Loan Center
    • Middle Market Loan Operations
    • Consumer Collections
  • 16. People
    • Consultants typically have more than ten years in senior bank management positions and more than six years consulting
    • Consultants possess the specialized skills for their assignments, but also have the ability to understand the big picture
    • Consultants work closely with our clients, listening to their ideas, offering suggestions, and recommending solutions
    People
  • 17. Change Management Assessment - Analyze an organization’s performance through objective, relative comparisons and subjective personal observations Design - Develop new or adjusted strategies, business processes, job descriptions, technology capabilities, and/or staff levels Implementation - Plan and manage organizational and operational changes through the direction of or participation with client personnel Change Management
  • 18. BenchMark Consulting International Process – Consulting Services
  • 19. Business Philosophy
    • Lower Costs
    • Increase Revenue
    • Improve Customer Experience
    General Client Objectives
  • 20. Assessment
    • Description
    • Syndicated Peer Comparison (10-20)
    • Conducted Alternating Years
    • Standardized, Consistent Methodology
    • Comprehensive Product Lifecycle
    • Experienced BenchMark consultants perform majority of work
    • NOT a survey
    • Efficiency and Effectiveness Metrics
    • Alphabetical code identification
    • Workflow diagram sharing
    • Strength & Weakness Identification
    BenchMark Programs
    • Description
    • Single Organization
    • Conducted Anytime
    • Standard & Custom Methodology
    • Customized Scope
    • Efficiency and Effectiveness Metrics
    • Business Justification for Change
    • Opportunity Identification & Valuation
    Targeted Analysis Two Types
  • 21. Assessment Targeted Analysis BenchMark Programs
    • North American Programs
    • Home Equity Lending (next 2005)
    • Indirect Auto Finance & Leasing (next 2005)
    • Small Business Lending (next 2006)
    • Middle Market Commercial (next 2005)
    • Large Corporate
    • Examples
    • Multiple Location BenchMarking
    • Business Process Improvement
    • Operations Consolidation
    • Process-Technology Optimization
    • Employee Scheduling
    • Staff Reduction or Growth Planning
    • New Product Process Determination
    • Service Level Improvement
    • Customer and Employee Research
    • Revenue Productivity Improvement
    • Management Reporting
    • Risk Management
    • European Programs
    • Germany Retail Auto Finance
    • UK Retail Auto Finance
    • Italy Retail Auto Finance
    • Europe Fleet Management
    • Germany Equipment Leasing
  • 22. Assessment Features
    • Onsite Information Collection
      • Transaction Volumes
      • Full Time Equivalents (FTE)
      • Organizational Structures
      • Workflows
      • Technologies
      • Work Management Methods
      • Operational Policies
    Core Process: Approval Institution: Lender F TECHNOLOGY ACTIONS OPERATIONS 3 4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1 2 Buyer Work Queue Dealer Approved? Review Criteria Conditions Met? Review Application Verify Information Review Credit Score Auto Decision? Decline Application? Inform Dealer Rehash Deal Approve or Condition? System Generated Declination Enter Conditions Inform Dealer Condition Approve Score Application Receive Electronic Application Decline Application? Within Lending Authority? Receive Manager Sign - off Document Approval 21 No Yes No Yes Yes No Yes No Yes No Yes No Yes No Applications are forwarded to the buyers from the data entry clerks through the application processing system. All applications are scored by the credit bureau, and some by an additional internal score card. Does the application processing system auto decision the application? If the system decisions the application, is it declined? If the system does not decision the application, the application is forwarded to a buyers work queue. Is the application for a dealer approved loan? If the item in the work queue is a dealer approved loan, the buyer reviews the dealer approval criteria. Are all of the conditions met? If all of the conditions are not met, the buyer documents why the approval should be made. If item in the work queue is not a dealer approved loan, the buyer reviews the application. The buyer verifies the application data by viewing an image copy of the application. The buyer reviews the credit score(s). Does the buyer decline the application? If the buyer declines the application, the dealer is notified of by auto fax. Does the dealer want to re - hash the deal. If the dealer does not want to re - hash the deal, the customer is mailed a system generated declination letter. If the buyer does not decline the application, is it approved or conditioned? If the buyer conditions the approval, the conditions are entered into the application processing system. Is the approved deal within the buyers lending authority? If the approval is not within the buyers lending authority, the deal is queued to a manager for sign - off. The dealer is informed of the approval by auto fax. 16 17 18 19 20 21 Application Processing System Image System Core Process: Approval Institution: Lender F TECHNOLOGY ACTIONS OPERATIONS 3 4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1 2 Buyer Work Queue Dealer Approved? Review Criteria Conditions Met? Review Application Verify Information Review Credit Score Auto Decision? Decline Application? Inform Dealer Rehash Deal Approve or Condition? System Generated Declination Enter Conditions Inform Dealer Condition Approve Score Application Receive Electronic Application Decline Application? Within Lending Authority? Receive Manager Sign - off Document Approval 21 Core Process: Approval Institution: Lender F TECHNOLOGY ACTIONS OPERATIONS 3 4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1 2 Buyer Work Queue Dealer Approved? Review Criteria Conditions Met? Review Application Verify Information Review Credit Score Auto Decision? Decline Application? Inform Dealer Rehash Deal Approve or Condition? System Generated Declination Enter Conditions Inform Dealer Condition Approve Score Application Receive Electronic Application Decline Application? Within Lending Authority? Receive Manager Sign - off Document Approval 21 No Yes No Yes Yes No Yes No Yes No Yes No Yes No Applications are forwarded to the buyers from the data entry clerks through the application processing system. All applications are scored by the credit bureau, and some by an additional internal score card. Does the application processing system auto decision the application? If the system decisions the application, is it declined? If the system does not decision the application, the application is forwarded to a buyers work queue. Is the application for a dealer approved loan? If the item in the work queue is a dealer approved loan, the buyer reviews the dealer approval criteria. Are all of the conditions met? If all of the conditions are not met, the buyer documents why the approval should be made. If item in the work queue is not a dealer approved loan, the buyer reviews the application. The buyer verifies the application data by viewing an image copy of the application. The buyer reviews the credit score(s). Does the buyer decline the application? If the buyer declines the application, the dealer is notified of by auto fax. Does the dealer want to re - hash the deal. If the dealer does not want to re - hash the deal, the customer is mailed a system generated declination letter. If the buyer does not decline the application, is it approved or conditioned? If the buyer conditions the approval, the conditions are entered into the application processing system. Is the approved deal within the buyers lending authority? If the approval is not within the buyers lending authority, the deal is queued to a manager for sign - off. The dealer is informed of the approval by auto fax. 16 17 18 19 20 21 No Yes No Yes Yes No Yes No Yes No Yes No Yes No Applications are forwarded to the buyers from the data entry clerks through the application processing system. All applications are scored by the credit bureau, and some by an additional internal score card. Does the application processing system auto decision the application? If the system decisions the application, is it declined? If the system does not decision the application, the application is forwarded to a buyers work queue. Is the application for a dealer approved loan? If the item in the work queue is a dealer approved loan, the buyer reviews the dealer approval criteria. Are all of the conditions met? If all of the conditions are not met, the buyer documents why the approval should be made. If item in the work queue is not a dealer approved loan, the buyer reviews the application. The buyer verifies the application data by viewing an image copy of the application. The buyer reviews the credit score(s). Does the buyer decline the application? If the buyer declines the application, the dealer is notified of by auto fax. Does the dealer want to re - hash the deal. If the dealer does not want to re - hash the deal, the customer is mailed a system generated declination letter. If the buyer does not decline the application, is it approved or conditioned? If the buyer conditions the approval, the conditions are entered into the application processing system. Is the approved deal within the buyers lending authority? If the approval is not within the buyers lending authority, the deal is queued to a manager for sign - off. The dealer is informed of the approval by auto fax. 16 17 18 19 20 21 Application Processing System Image System Application Processing System Image System
  • 23. Assessment Features
    • Onsite Information Collection
    • Analysis
      • Efficiency and Effectiveness measures
      • Comparison to relative comparison points (Benchmarks)
      • Experienced Consultant observations
      • Identification of Performance Drivers
    63 55 49 46 29 28 23 17 8 5 0 10 20 30 40 50 60 70 D G J E K A F C L B Total Applications / Credit Evaluation FTE / Day 11.1% 0.0% 0.0% 0.0% 66.2% 73.1% 57.3% 66.8% 51.9% Application Approval Ratio 42.0% 33.6% 18.3% 16.3% 0.0% 0.0% 8.3% 68.6% 72.4% 55.5% 65.0% % Of Applications Automatically Approved
  • 24. Assessment Features
    • - On-site Information Collection
    • -Analysis
    • - Results
      • On-site, interactive oral presentation
      • Written report containing all workflows, performance metrics, and significant conclusions
      • Gap analysis indicating the specific relative value of performance differences and changes
    100 0 20 40 60 80 D G J E K A F C L B I H Applications / Credit Evaluation FTE / Day Performance Gaps
  • 25. Design
    • Description
    • Single Organization
    • Conducted Anytime
    • Standard & Custom Methodology
    • Customized Scope
    • Selection of Desired Business Environment
    • Design of Desired Business Environment
    • ROI Determination (if applicable)
    Design Engagements
    • Examples
    • Business Process Improvement
    • Operations Consolidation
    • Process-Technology Optimization
    • Employee Scheduling
    • Staff Reduction or Growth Planning
    • New Product Process Determination
    • Service Level Improvement
    • Customer and Employee Research
    • Revenue Productivity Improvement
    • Management Reporting
    • Risk Management
  • 26. Design Features
      • Position Responsibilities
      • Organizational Structures
      • Change Impact
    • - Design Change Alternatives
      • Workflows
      • Technology
      • Operational Policies
      • Credit Policies
    0 10 20 30 40 50 60 70 80 Option 1 Option 2 Option 3 Consumer Loans Admin/Mgt/Other Collections Servicing Booking Origination
  • 27. Design Features
    • - Design Change Alternatives
    • - Target Environment Selection
      • Facilitation role with client personnel
      • Quantify value proposition - FTE Reduction, Loss Reduction, Capacity Increase, or Service Level Enhancement, Revenue Expansion, etc.
      • Determine time-line for implementation
  • 28. Design Features
    • - Design Change Alternatives
    • - Target Environment Selection
    • - Results
      • Detailed design of selected target environment
      • Projected performance metrics
      • High-level implementation plan and timeline
      • Identification of investment requirements
      • Projected Return on Investment, including value of delayed/accelerated implementation
      • Impact Matrix identifying customer impact, employee impact, operational risk, complexity, and value associated with proposed changes
    Process: Escrow Factor Change Impact Customer Low Feasibility High Implementation High Staff High Difficulty Medium Risk Medium Cost/Benefit Low Change Impact Matrix
  • 29. Implementation
    • Description
    • Single Organization
    • Conducted Anytime
    • Standard & Custom Methodology
    • Customized Scope
    • Project Management
    • Communication Management
    • Detailed Process Design
    • Process Automation Integration
    • Issue Resolution
    • ROI Determination (if applicable)
    Implementation Engagements
    • Examples
    • Business Process Improvement
    • Operations Consolidation
    • Process-Technology Optimization
    • Employee Scheduling
    • Staff Reduction or Growth Planning
    • New Product Process Determination
    • Service Level Improvement
    • Customer and Employee Research
    • Revenue Productivity Improvement
    • Management Reporting
    • Risk Management
    • Process and Policy Memorization
  • 30. Implementation Features
    • Detailed Planning
      • Change management plan
      • Communications plan
      • Issue resolution plan
  • 31. Implementation Features
    • - Detailed Planning
    • - Project Management
      • Progress monitoring
      • Real-time issue resolution
      • Critical path reporting
      • Interim plan evaluation and adjustment
      • Benefit tracking
      • Coaching and training as necessary
  • 32. Implementation Features
    • - Detailed Planning
    • - Project Management
    • - Results
      • Documentation catalogue of project plan, open issues, desktop workflows, position descriptions, staff scheduling models and/or guidelines, organizational charts, and management reports
      • New environment performance measures and targets
      • RFI & RFP Development & Response Analysis (if applicable)
      • Calculated and/or projected ROI
  • 33. Sample Deliverables Impact Matrix BenchMark Consulting Engagement Workflow Diagrams Process Attributes Performance GAP Analysis Project Plan Other Analytics Recommendations
  • 34. A Few Words About Management Consulting
    • No two approaches are the same
    • Not a commodity, price should not determine selection
    • In most cases, if the objective is cost reduction, performance improvement consulting should not be a “budget” issue because the outcome is a positive return on investment
    • Since the results of a consulting engagement are added value to the organization, the quicker the results are realized, the more value to the organization
    • Requires a partnership and commitment
  • 35. Why BenchMark Consulting? Strengths: ~ Financial Services Focus ~ Unsurpassed Depth in Analytical Methodology ~ Unique Database of “Best Practice” European and North American Processes ~ Experienced, Knowledgeable Consultants ~ Proven Success
  • 36. Sample Case Studies (full listing of case studies available online at www.benchmarkinternational.com)
  • 37. Origination Process Improvement Client Need: A regional bank wanted to review its sales processes and effectiveness for consumer, home equity, small business and mortgage products sold through the branch channel. Recent benchmarking exercises had shown that its branch home equity sales performed below industry averages. This also prompted a review of its origination processes to determine where opportunities for improvement might exist. Solution: BenchMark completed an assessment, which included visits to sample branches and the contact center to understand sales activities, assess employee product and process knowledge and skills. The client’s current performance was compared to that of best-in-class industry peers and from that analysis, recommendations regarding organizational reporting, application processing, underwriting and auto decisioning were made. BenchMark also recommended an increased branch focus for small business and mortgage originations. Results: The origination recommendations alone resulted in the identification of $1.1 million in annual savings. Sample Case Study
  • 38. Consumer Loan Operations Tech and Process Performance Improvement Client Need: A top ten banking group in partnership with its loan accounting system software provider hired BenchMark to review its consumer loan operations performance related to peers and the industry. In addition, the client was interested in determining how it might better utilize the loan accounting software to enhance its day-to-day operations. Solution: BenchMark Consulting documented the current operating environment and compared it to that of industry peers utilizing its ‘high profile’ client database. A software Product Support Specialist provided technical expertise on features and functionality to determine whether the client was optimizing software use. Results: The client was a top performer in all processes reviewed resulting in a limited $85,000 of quantifiable benefits from the BenchMark opportunities and change recommendations. However, the client and software vendors both achieved their objectives to better understand performance related to the industry and total utilization of the loan accounting systems features and functionality. Sample Case Study
  • 39. Loan Origination Improvements Client Need: The Consumer and Small Business Lending division of a super-regional bank expressed interest in improving application processing, underwriting, and document preparation performance by identifying best practice and scalable opportunities for process improvements, policy improvements, product standardization, and product delivery. Solution: Utilizing its knowledge base, BenchMark created process designs incorporating high performance attributes, prepared organizational recommendations, and developed change propositions to enhance operational efficiency and effectiveness. Results: Identified process change opportunities in application processing, underwriting, and document preparation valued to increase capacity 45% in Consumer Lending and 17% in Small Business Lending. Prepared implementation plan to deliver major change initiatives and was subsequently engaged for implementation. Sample Case Study
  • 40. Consumer Lending Operations Assessment and Design Client Need: A $30+ Billion bank was interested in a performance assessment of its consumer loan operation along with its technology strategy to identify opportunities for performance improvement. Solution: BenchMark Consulting reviewed and documented the current operating environment including policies, processes, staffing and technology strategy. The client’s current performance was compared to that of best-in-class industry peers and from that analysis, recommendations regarding organization, policy, process workflow, staffing and prioritization plans for system acquisitions were developed. Results: BenchMark recommendations resulted in the identification of $2.6 - $4.0 Million in FTE reduction opportunity once all policy, system, organization and process changes are implemented. Sample Case Study
  • 41. Optimizing Delivery Client Need: A mid-tier bank had recently gone through a major acquisition, along with conversion of all core systems to a new platform. The bank wanted to optimize operational processes and implement staffing level requirements to maintain service delivery while continuing its growth through acquisition strategy. Solution: BenchMark developed lending and deposit operations’ staffing models based on current and projected activity volumes. Staffing model development required a detailed review of consumer, mortgage, small business and commercial loan operations as well as the account services and cash management areas of deposit operations. As BenchMark performed its detailed review, opportunities for process improvement were documented. Results: The bank now has staffing models with which to project staffing requirements based upon anticipated future growth, and does not run the risk of being either over- or under-staffed. Implementation of BenchMark’s recommendations for process improvement, along with other identified expense reduction and revenue enhancement opportunities, will result in an annual benefit to the bank in excess of $1 million. Sample Case Study
  • 42. Operating Expense Reduction and Revenue Enhancement Client Need: A $5 billion multi-charter community bank was interested in significantly decreasing its operating expenses and enhancing its revenue while developing an operating environment that would facilitate anticipated growth. Solution: BenchMark Consulting documented the current operating environment including technology, workflows, processes and procedures. The client’s current performance was compared to that of industry peers in the Benchmark database. From that analysis, alternative design proposals were developed, a desired alternative was selected, and a detailed design was developed and implemented using client teams. Results: Annual savings in excess of $6 million from the consolidation of common affiliate functions. A leveraged infrastructure was implemented to allow for anticipated growth. Management information was implemented to monitor key performance and metrics including service levels, employee performance, staffing models, staff scheduling tools, check clearing availability, project planning, issue tracking and resolution reporting. Sample Case Study