Customer Journey Transformation
Strengthens Regulatory Confidence
£50bn UK financial services organisation
Delivered six complete customer
journeys covering 40 variants,
creating a comprehensive, data
driven view of customer experience
Strengthened regulatory confidence
and reduced risk through enhanced
monitoring and integrated
quality assurance.
Enabled executive-level insight
with dashboards combining
customer, operational and
regulatory performance data.
Embedded a sustainable customer
centric capability, empowering
teams to continuously improve
service delivery.
Improved both customer
and colleague experience,
supported by executive
sponsorship and ownership.
Client Overview
A government-owned financial services company established to manage more than £50 billion of UK mortgage assets following the
collapse of two major British banks during the global financial crisis.
Problem Statement
Operating under close regulatory and public scrutiny, the client needed to integrate two legacy organisations and deliver a consistent, measurable customer experience. Without a unified view of customer journeys, it was difficult to identify pain points, drive improvement or demonstrate compliance with the FCA’s Treating Customers Fairly (TCF) principles.
Approach
Cross 8 was engaged to define, build and embed a capability to understand and improve customer journeys.
1. Understand and enhance journeys
- Mapped multi-channel customer journeys through surveys, focus groups, interviews and analytics.
- Identified key moments of truth and customer pain points to prioritise improvement.
2. Define and implement measurement
- Established a customer quality framework with leading and lagging indicators across digital engagement, satisfaction and retention.
- Built dashboards combining customer, operational and regulatory performance data.
3. Embed and sustain improvement
- Integrated customer journey ownership into governance, quality assurance and continuous improvement functions.
- Secured executive sponsorship to maintain alignment and accountability across teams.
Challenges
The transformation required joining multiple departments and legacy systems while establishing clear end-to-end ownership of the customer journey. Aligning data, process and people demanded new ways of working and close collaboration across functions. Maintaining regulatory confidence throughout the change added further scrutiny and pressure on delivery timelines.
Conclusion
The programme delivered a unified view of customer journeys and embedded customer-centric performance management at the heart of operations. By connecting insight, governance and continuous improvement, the client achieved greater transparency, reduced regulatory risk and sustained improvements in customer and colleague experience.
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