Discover
Reconcile country requirements, operating models and constraints.
Delivered
Case study · Global CCaaS · RFP and programme leadership
Leading HomeServe Global's customer engagement transformation across three countries
How HiSynergy led the RFP, commercial evaluation and global delivery programme across different country operations, internal teams and suppliers.
Client context
Challenge
HomeServe Global needed to consolidate customer contact and enterprise voice services across the UK, Spain and the US. Each country had different technology, suppliers, operating arrangements and internal stakeholders.
This was larger than a technology purchase. HomeServe needed one global set of requirements that could accommodate different customer operations, security and regulatory obligations, country infrastructure, CRM environments and service models. It also needed a procurement process that could test the suppliers' delivery capability as thoroughly as their proposed technology.
Operational scope
Evidence at scale
- £3.2m
- external programme delivery cost
- £10m
- TCO, excluding internal resource costs
- £800k
- negotiated reduction against original three-country running costs
- 3
- country operating models
- 2,000+
- contact-centre FTE
Independent supplier selection
RFP approach
HomeServe initially appointed HiSynergy as an independent specialist to define and lead the global RFP. HiSynergy began with a global kick-off and structured in-country discovery, bringing together operations, IT, architecture, security, compliance and service delivery. The findings were consolidated into one requirements set and a global RFP covering cloud contact centre, enterprise voice, omnichannel service, resilience, data protection and operational support.
HiSynergy led supplier engagement, response management, cost comparisons and the evaluation process. Each bidder worked from the same information, and a common scoring and weighting framework was applied before results were reconciled with HomeServe's subject-matter and country views. HomeServe's procurement team supported the process and assumed formal contract ownership at the end of the RFP.
The assessment went beyond written responses. Proof-of-concept journeys tested voice, chat, email, SMS and the agent experience against practical customer and operational scenarios. Delivery questions were examined alongside the proposed technology before Cisco was selected as the solution and Natilik as the service-delivery partner.
HiSynergy then led the commercial comparison and negotiations, carrying the evidence from the RFP into the final scope, deliverables, contract and programme budget.
Programme journey
From discovery to global transition
Select
Lead the RFP, proof-of-concept testing, commercial comparison and negotiation.
DeliveredGovern
Define the programme framework, secure resources and resolve cross-party issues.
DeliveredTransition
Coordinate communications, training, change, service readiness and country go-lives.
DeliveredGlobal delivery
Programme leadership and governance
As procurement moved into delivery, HomeServe expanded HiSynergy's remit into global programme management and direction. HiSynergy defined the governance model for a complex programme that did not yet have a suitable global framework. HiSynergy led the programme, with accountability across HomeServe's internal teams and external suppliers, and worked with in-country programme managers and resource-management leaders to secure the required people and capability.
HiSynergy mediated issues between HomeServe, Natilik and other external suppliers, tracked deliverables across every programme team and maintained executive visibility of scope, dependencies, risks, plan and budget. Experienced HiSynergy transition managers coordinated communications, training, change activity, transition and country go-lives.
The programme was led remotely during COVID-19, when the country teams and supplier resources could not meet face to face. The governance and transition model had to maintain alignment, pace and decision quality across every party without relying on physical workshops or co-location.
The programme was delivered to a high standard, on time and within budget. The agreed external programme delivery cost was £3.2m and the TCO was £10m, excluding HomeServe's internal resource costs. HiSynergy's commercial work secured an £800k reduction when compared with the original running costs across the three countries.
HiSynergy's external, independent position enabled it to challenge assumptions, mediate between HomeServe, Natilik and other external suppliers, and flag risks before they became delivery problems. The work created continuity from the original requirements through supplier selection, commercial decisions, programme governance and operational transition.
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