The Challenge

• No standardised process architecture across 32 Level 3 customer operations processes (142 Level 4 processes) across the Group
• Fragmented, inconsistent SOP estate – circa 57+ documents across the Update Plan Details L3 process alone
• No scalable process ownership model or continuous improvement pipeline
• Regulatory pressure to demonstrate clear, auditable customer outcomes under Consumer Duty
• Ambition to position for RPA, AI and digital transformation but no structured process baseline to build from

What We Delivered

• Led the L3 process: Update Plan Details – delivering 19 end-to-end BPMN 2.0 Level 4 process maps and 57 Level 5 processes
• Designed target-state operating model: As-Is → To-Be across all 19 Level 4 processes including Add/Update Beneficiary, Change Plan Cover, Cancellations, Change of Policy Ownership and more
• Rationalised ~57 SOPs, achieving 60–70% volume reduction with improved quality and consistency
• Defined named process ownership, review cadences and a findings register – creating a continuous improvement pipeline
• Produced release and readiness packs; maintained versioned change log with full audit trail
• Identified RPA and AI automation opportunities; produced business cases for technology delivery handover

Outcomes & Impact

Findings & Actions Tracker