Massive initiative program of new acquision clients & their CLAIM management.

Company Overview

North American leading company in Claims & Productivity Management solution provider for their customers in USA & Canada, opened two additional call centers and the claim monitoring and management task grown to doubled in number of claims service and revenue grown by 30%.  Their specilization in employee HR solutions like  employee’ absence, compensation, FMLA, other employee absence, professional liability, warranty, insurance and claim services, fraud and investigation, settlements, medical care & compliance solutions.


They were planning for business expansion that include acquistion of five organization simultaneously. One acquistion, which require more than 20 separate individual client portfolio and their software development in whole HR solution and productivity services. In HR services, insurance come under health care & claim management for the welfare of the employees need. The project was behind the schedule and over budget at the  mid point of the implementation. Remaining on this track were resulted in the loss of critical clients and their associated revenue model, along with the significantly reduced returns on investments for the acquistion and development program.

Meanwhile, they were other new ideas and business model in new implementation of disability and leave solutions for a leading global retail solutions. They required support team for new call centers for the insurance and investment solutions. Their major target were improve overall project management life cycle transformative growth, management taken serious steps in improving management activities with new collaboration of client activities and management.


The company partnered with other vendor to provide project management and consulting solutions. The senior program manager were given chance of dedicated to the implementation of complete CLAIM management services for new retail client.

Their work would be integration & coordination of various work streams including groups from business, operations and department administration in technology wise improved current digital solutions. And also proper training and guidance given to the company for the acquision of claim module in software development.

Using agile methodologies acquisition modules were constructed and implemented in each sub module of the business process involved in the new clients claim solutions. The improved requirements definition process led to better developing, solutioning, testing, tracebility solutions and other task involved for 100% client retention. The assignment was succeessfully completed and maintained by our company.



BI tool implementation

Company Overview

Originally a car rental business, today the Shlomo Group has grown into one of Israel’s largest companies, which has grown in the areas of transport,insurance, finance,  infrastructure, construction, shipping, logistics and real estate. Today, the Shlomo Group operates in Israel, Romania and Germany, generates annual revenue approximately EURO 1.5bn, and employs over 5,000 people.


Shlomo Insurance group of company selected a legacy policy administration system from a specialist software firm. The policy system operates on IBM AS/400 and other internal operation tools. Customization of the policy system to fit the company’s requirements was carried on even as the first policies were issued.

In order improve their revenue the company required a reliable BI system with all the relevant domain content to control its marketing, underwriting, and claims operations within a few months of beginning business operations in Romania, Israel & Germany.


Generalized insurance data model structured in order to provide solution using BI  tools. Data mapping & monitoring system was achieved in a few short meetings.

Initial phase the integration of project involved in Data Integration Module. The primary aim of the work was to deliver them in just three months from project initiation, where definitions of measurements and dimensions were the system’s built-in definitions, and were modified as required. Following modules like claims domain were carried out and also took three months to go live.

The system involve several tasks performance dashboards, creating operational reports, analyzing trends and claims history for making underwriting decisions, calculating reserves and regulatory reporting.

The beneficier of the system is in daily use by the company’s executives and professionals. It provides information & solution via online viewing, scheduled emails, Excel connectors, and information delivery to agents using external secured email services and SMS messages. These activities are carried out on a regular basis as part of the company’s sales and marketing activity. The revenue growth of the company majorly depend upon the working BI tool model.



Visual IVR  model enabled transformation of customer service

Company Overview

The self service technology experience for their customers through award winning visual IVR service for CLAIM management.


Since 1992 Capita and O2 have worked together and, over that time, have collaborated closely to overcome the challenges of rising self service customer expectations and disruptive technologies. Further improvement and join up the self-service experience for customers, so they could move from voice to digital and reduce the time needed on the phone.


When moving from voice to digital, customers want a simple, seamless solution. The development and implementation of Visual IVR was a complex project, involving other vendor Telefónica UK (the company behind O2), Capita and third-party suppliers. The inevitable snagging and ‘unknown unknowns’ were successfully overcome thanks to the open, close nature of our partnership. It took just seven months to agree, design and launch the new technology, despite there being no reference sites available in the market.


The implementation of brand-new system delivers customer satisfaction equal to that of a voice call. Through Visual IVR customers can complete eight transactions, including unlatching their phone, paying a bill and changing address, three minutes faster than going through the standard contact centre process.

Some major point improved the development solution for the existing business

  • 99% of customers don’t need to follow up with a voice call
  • there is an average time reduction of 100 seconds against completing the same transaction via Voice IVR and payment processing reduced to just 34 seconds
  • there is 15% greater containment in Visual IVR than in traditional Voice IVR transactions.


The Greinharts