Close Brothers Group , its merchant banking parent company . Working with trusted and expert partners is , as we have seen , an effective way to manage that change but with multiple projects running simultaneously and with multiple vendors , sometimes more holistic programme support is needed , which is why Atos was selected as the delivery partner , and Cognizant as the test partner , for the overall programme . In terms of the selection of Atos , Loake comments that “ the company that is trusted to deliver IT for the Olympics every four years can be confidently be relied on to get it right first time . “ There ’ s no way we could hire the number of senior people we ’ d need to scale up and deliver this programme ourselves . Anyway , what would we do with them afterwards ? We don ’ t need that many permanent people . We have an established business change team looking at the implications the project will have for our employees and our partners . A whole level of thought leadership is being provided by those business change teams and the technology guys in-house who are working with the Atos teams to navigate through this journey .”
For a service organisation like Close Brothers Premium Finance how it is perceived in the market is vital . Currently it has a net promoter score ( NPS ) of + 35 for customers and + 45 for brokers . “ These are phenomenal numbers ,” concludes Loake , “ but we aspire to get them both over + 50 . We want to enable future sustainable growth and drive our NPS above + 50 : those are our two objective headlines for the programme .”
www . closebrotherspf . com 59