26% Performance Uplift and 22% FTE Reduction — By Fixing Leadership, Not Headcount
A digital bank operating a hybrid/remote customer servicing operation, managing high-volume customer interactions across voice and digital channels.
SLAs were being missed, attrition was high, and traditional contact center metrics couldn’t explain why
The customer servicing department was experiencing medium-to-high staff turnover, driven by the perception of entry-level roles with limited career growth. New hires were being recruited and started in fixed batch cycles regardless of actual workload volumes — creating periods of overstaffing followed by understaffing as attrition took hold.
Team managers were attempting to achieve SLA targets using traditional contact center metrics alone — average handle time, calls answered, abandonment rate. But they lacked the granularity to understand agent efficiency on individual calls, how hold times and after-call work correlated with actual performance, and where the real productivity variance existed across the department.
Leadership believed traditional workforce planning and standard contact center reporting was sufficient. The estimated cost of inaction was $2.5M annually — driven by unnecessary FTE carrying costs, missed SLA penalties, and the compounding cost of turnover in a department that couldn’t demonstrate where performance was actually breaking down.
- SLA attainment73%High
- Agent efficiency47%High
- Staff turnoverMedium–HighMedium
- Performance mgmt consistencyInconsistentHigh
The performance problem wasn’t on the front line — it was in how the front line was being led
Bramble’s baseline revealed something leadership hadn’t anticipated: the primary driver of performance variance wasn’t agent capability or call complexity. It was significant inconsistency in how team leaders managed performance across the department. Some teams consistently outperformed others — not because of talent differences, but because of leadership skills gaps that had never been identified or addressed.
From surface-level metrics to leadership transformation — in four months
Bramble established the operational baseline that traditional contact center reporting couldn’t deliver, identified the root cause at the leadership level, and provided the framework for coaching-led performance improvement.
Establish Baseline
Bramble integrated with MS Dynamics, Genesys, and Alvaria to build a granular performance baseline beyond standard contact center metrics — measuring actual agent efficiency, correlating hold and ACW times with call outcomes, and identifying variance patterns across teams.
Identify Root Cause
The data revealed that performance variance mapped to leadership, not agent capability. Teams under certain leaders consistently underperformed, regardless of agent tenure or experience. Leadership skills gaps and inconsistent management methodology were identified as the primary friction.
Leadership Transformation
Leadership changes were made where necessary. Remaining leaders received in-depth coaching on data-informed performance management methodology. Within four months, the department had transformed its performance trajectory.
Results measured from the deployment
These are measured outcomes — not projections. Real operational improvements delivered through Bramble.
“We thought we had all the metrics and dashboards we needed.”
See where your contact center is losing capacity
We’ll map your servicing workflows, measure true agent efficiency beyond standard metrics, and show you where the real performance levers are — whether that’s on the front line or in leadership.
For COOs, VP Customer Operations, and Contact Center Leaders.