THE CHANGE
Process knowledge shifted from being held informally across 120 subject matter experts with high turnover to 10 clearly documented SOPs and workflows. Additionally, exception handling evolved from being escalated case-by-case to using decision trees that cover the 10 highest-volume scenarios. Finally, critical controls were previously not formally identified, but now feature mapped control points assigned to named roles.
OUR APPROACH
We worked alongside operational leaders and subject matter experts to map and standardise end-to-end revenue administration processes, then built the training and reference layer needed to make the documentation usable at the front line rather than shelved.
What we delivered:
End-to-end process mapping
Standardised operating procedures and workflows
Decision trees for key billing and exception scenarios
Critical control point identification
Role-specific training materials
Quick reference guides for high-volume tasks and quality checks
THE CHALLENGE
The organisation was transitioning critical revenue administration activities into a shared services environment. Existing procedures were complex and varied between teams, with much of the operating knowledge held informally by long-tenured subject matter experts rather than documented anywhere.
That created real exposure. Onboarding was slow, quality assurance had no standard to test against, and the transition to a centralised model risked losing capability that had never been written down. This resulted in inconsistent financial outcomes and re-occurring revenue leakage.
From Institutional Knowledge to Operational Consistency
