{"id":1001,"date":"2025-03-03T09:00:00","date_gmt":"2025-03-03T09:00:00","guid":{"rendered":"https:\/\/admeliora.pl\/?post_type=case_study&amp;p=1001"},"modified":"2025-03-03T09:00:00","modified_gmt":"2025-03-03T09:00:00","slug":"finserv-resolution-time","status":"publish","type":"case_study","link":"https:\/\/admeliora.pl\/?case_study=finserv-resolution-time","title":{"rendered":"Cutting ticket resolution time in half"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">FinServ Group, a mid-sized financial services provider with 90 customer service agents across two locations, was facing a quiet crisis. Average ticket resolution time had crept up to 38 hours, escalations were doubling year-on-year, and the team&#8217;s best agents were burning out on repetitive cases that never should have reached them.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The challenge<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The routing model in place had been designed around the org chart, not around how customers actually behaved. Tickets bounced between teams an average of 3.4 times before landing with someone who could resolve them. The reporting layer was thin \u2014 leadership saw weekly summaries, but no one could explain <em>why<\/em> a number was up or down without two days of manual digging.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Worse, the agents knew the system was broken. Morale was the metric no one was measuring, but it was the one quietly driving everything else.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Our approach<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">We spent the first two weeks listening \u2014 to agents, to team leads, and to recordings of actual calls. Not running workshops, not running surveys. Just listening. The patterns that emerged were not the ones leadership expected.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">From there we rebuilt the routing model around what we called &#8220;customer intent clusters&#8221; \u2014 six recurring reasons people contacted the company, each mapped to the team best equipped to resolve it on first touch. We rewired OTRS queues to match, simplified the escalation criteria from eleven rules to four, and built a daily 8:00 brief that surfaced anomalies before the morning standup.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Crucially, none of this required new headcount or new software. The tools were already there. The routing logic just needed to reflect the work, not the hierarchy.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Results<\/h2>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Average resolution time dropped from 38 hours to 21.7 hours \u2014 a 43% reduction \u2014 within the first quarter.<\/li>\n<li>Ticket re-routing fell from 3.4 hops to 1.6.<\/li>\n<li>First-contact resolution rate rose from 41% to 64%.<\/li>\n<li>Agent CSAT (an internal measure we introduced) climbed 22 points over six months.<\/li>\n<li>Two agents flagged for performance management were retained and promoted; the issue was never their work.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">The engagement ran for four months. The model has been in place for over a year and continues to hold.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>A 90-person service team was drowning in repetitive escalations. We rebuilt the routing model around real customer patterns, not org charts \u2014 and got resolution time down by nearly half.<\/p>\n","protected":false},"featured_media":0,"template":"","meta":[],"class_list":["post-1001","case_study","type-case_study","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/admeliora.pl\/index.php?rest_route=\/wp\/v2\/case_study\/1001","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/admeliora.pl\/index.php?rest_route=\/wp\/v2\/case_study"}],"about":[{"href":"https:\/\/admeliora.pl\/index.php?rest_route=\/wp\/v2\/types\/case_study"}],"wp:attachment":[{"href":"https:\/\/admeliora.pl\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1001"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}