The challenge
Responding to streaming disruption
Netflix and other streaming alternatives were changing what viewers expected. Foxtel needed an easier service experience and a lower cost to serve, while protecting the customer relationship.
My work connected the customer experience strategy to a future digital operating model: self-service journeys, the Amelia virtual agent, proactive notifications and better information for service teams. The financial model gave each initiative a business case and a place on the delivery roadmap.
- Career-reported outcome
- $40M
- Customer experience strategy savings, recorded in my career profile.
- My contribution
- CX strategy and cost optimisation. Co-design of Amelia, push notifications and self-service digital journeys.
- Selected deliverables
- Current and future customer journeys, financial business case, service vision and staged roadmap.
01 / Customer journey
Make service easier
The outage journey exposed repeat explanations, difficult call routing and uncertainty about when service would return. The future journey replaced that friction with diagnostics, proactive updates and support that already understood the issue.
Service outage / Selected journey summary
- Discover the fault
The viewer finds the problem when they want to watch.
- Find the right team
Call routing and identification delay the answer.
- Explain and wait
Repeat contact and technician bookings add effort.
- Check again
The viewer has to find out whether service is restored.
- Detect and notify
Diagnostics identify the fault. A proactive update explains the issue and expected recovery.
- Give a useful answer
Amelia and My Account provide context and next steps.
- Support with context
Chat and an agent dashboard carry the information into the conversation.
- Close the loop
Updates confirm progress and restoration, with a retention response where needed.
View an excerpt of the original journey map
Scroll across the image to follow the current and future journeys.
A selected visual excerpt of the journey deliverable. Customer names shown in the original are illustrative personas.
02 / Financial business case
Give every idea an economic case
The model tied each service concept to its benefit drivers, adoption assumptions, implementation costs and ongoing operating costs. This made the trade-offs visible before committing to delivery.
Five benefit drivers
- Call deflectionMove suitable transactions into useful digital service.
- Agent productivityReduce handling effort with diagnostics and better information.
- Lean organisationAlign the team mix and support model to the work.
- Upstream and downstream impactReduce avoidable service visits and related cost.
- Revenue upliftImprove retention and the relevance of customer offers.
| Model layer | What it tested |
|---|---|
| Addressable demand | Call volumes, interaction complexity and suitability for digital channels. |
| Adoption and timing | Go-live dates, take-up, learning curves and the share of each year in operation. |
| Benefit build | Reduced calls and handling time, team capacity, avoided visits and customer retention. |
| Cost build | Implementation effort, technology, capital investment and recurring service cost. |
| Investment decision | Net benefits, NPV, ROI and payback by initiative and across the roadmap. |
The archived model is a historical forecast for FY16–FY20. Its estimates describe the investment case. The $40M career outcome above is reported separately in my CV.
03 / Service vision & operating model
Connect the experience to delivery
The service vision began with viewer needs. It translated those needs into a service offer, the capabilities required to support it and a staged delivery roadmap.
Selected executive summary / Service model of the future
Customer promise
Easy. Relevant. Valued.
Make the experience simple, understand the viewer and provide useful service in context.
Digital service
Useful self-service
My Account, live chat, Amelia, proactive notifications and diagnostics address the main service needs.
Operating foundation
Enable the organisation
CRM, data and analytics, next-best-action tools and organisation design support the service concepts.
Corporate strategy underneath the work
Three models. One connected strategy.
Business Design
Better service economics
Connect the customer promise to the delivery model and cost to serve.
Market Model
Changing viewer behaviour
Understand digital channel adoption, customer effort and the risk of churn.
Competitive Model
A response to disruption
Protect the customer relationship as streaming alternatives change expectations.
These foundations support my eight-step approach. The Foxtel deliverables show how customer insight, operating design and financial proof come together.
- 01Educate
- 02Enable
- 03Big rocks
- 04Business case
- 05Scope & prove
- 06Build
- 07Expand
- 08Scale
Selected work from my career portfolio. The full working decks and financial model are retained privately. Market context: ACMA’s 2014–15 communications report records Netflix’s Australian launch and changes in the subscription television market.