Client Profile
Industry
Telecommunications
Program Type
Collections — Inbound & Outbound
Segments Served
B2B enterprise & B2C individual
Service Lines
Consumer Wireless & Public Safety Network
Delivery Centers
Boca Raton, FL & Kingston, Jamaica
Engagement Scope
Q1 — January through March
·
Public Safety Network
·
Telecommunications
One of the largest telecommunications operators in the US, serving millions of wireless subscribers and enterprise clients. The operator also manages a dedicated public safety broadband network serving law enforcement, fire, and emergency medical services nationwide under a long-term federal contract.
The Collections program covered both inbound and outbound flows: negotiating payment arrangements, resolving billing disputes, and managing account adjustments across B2C retail subscribers and regulated B2B enterprise accounts.
The challenges
What was holding the program back
The service teams managed thousands of daily calls, emails, and messages — but structural gaps in coverage and training were limiting what the program could actually recover.
High call abandonment rates
Abandonment was critically high during peak hours and weekends — the exact windows when collections activity is most productive. Calls dropped before agent connection, directly reducing settlement rates.
The issue was structural: service hours didn’t match demand patterns and there was no mechanism to flex capacity in real time when volumes spiked.
Training and performance gaps
New agent cohorts required extensive ramp time for the operator’s complex account structures, billing dispute logic, and public safety network regulatory requirements. AHT ran above 4 minutes and transfer rates exceeded 20%.
Without a curriculum tied to the primary KPI, agents defaulted to transfers rather than first-contact resolution — compounding handle time and reducing throughput per shift.
Sequential Tech’s approach
Three pillars built around the collections metric
Every intervention was designed to move ORS, AHT, and transfer rate — not generic service quality in the abstract.
The solutions
How every gap was closed
Every challenge had a targeted fix. Every fix had a measured outcome. Here’s the full picture across all focus areas.
| Focus area | Challenge | Solution deployed | Measured result |
|---|---|---|---|
| ORS performance | New agent ramp-up threatened the primary collections KPI across both consumer and public safety segment queues. | Curriculum rebuilt around ORS mechanics with live dashboards for real-time supervisor intervention. | Consumer segment: 135.1%. Public safety segment: 150%. Both exceeded benchmark by Q1 close. ✓ Exceeded target |
| Average hold time | Complex queries drove AHT above 4 minutes, reducing accounts worked per shift. | Rapid account navigation training, expanded tool access, and structured floor support. | AHT fell from 4 min to 2.99 min — surpassing the sub-4-min target. ↓ –25% reduction |
| Transfer rate | Excessive transfers signalled agents weren’t resolving at first contact. | Transfer protocol tightened; agents given clearer resolution authority and wider tool access. | Transfer rate fell from 20% to 14.45% — 28% reduction. ↓ –28% reduction |
| Call abandonment | High abandonment during peak hours and weekends left revenue on the table. | Extended service hours into evenings and weekends; capacity aligned to demand patterns. | Abandonment declined. More first-attempt connections, improved satisfaction. ✓ Resolved |
| Staffing efficiency | Misaligned schedules drove overstaffing in quiet windows and under-coverage at peaks. | Real-time intraday management replaced static scheduling, flexed to call volume signals. | Overtime costs reduced. Utilization improved without headcount increase. ↑ Operational gain |
| Compliance & scale | The public safety segment required onshore delivery by contract; the consumer segment needed nearshore scalability. | Dual-center model — Boca Raton onshore for the public safety segment, Kingston nearshore for consumer volumes. | Both centers operating within SLA. Jamaica at 60 with an approved doubling plan. Boca Raton at 15. ✓ Compliant & scalable |
Real results
Numbers that tell the full story
All three core KPIs improved month-on-month from January through March — demonstrating structural operational improvement, not isolated events or one-time corrections.
Key insights
What the data tells us
Training tied to the primary KPI moves the metric faster
Rebuilding the curriculum around ORS mechanics rather than general collections knowledge accelerated agent competency and directly drove Q1 attainment — outperforming programs that train generically and measure later.
Coverage gaps are a revenue problem, not just a service problem
Extending hours into evenings and weekends recovered payment opportunities that were structurally unreachable under the prior schedule, directly contributing to ORS gains beyond agent performance alone.
Transfer rate is a proxy for agent readiness, not just process
The 28% reduction reflected agents gaining confidence and tool access — not just tighter rules. Programs that reduce transfers through restriction alone typically see handle time rise; here, both fell simultaneously.
Dual-center models require deliberate segmentation to work
Separating the public safety and consumer segments by delivery center allowed each to optimize independently for compliance and scale while performing as one unified program with consistent reporting.
Real-time data transforms supervision into active intervention
Live dashboards enabled mid-shift course correction rather than end-of-day review. Catching metric drift during a shift — not the next morning — was a key driver of month-on-month consistency.
Compounding monthly gains signal structural change
Every metric improved each month from January through March. That trajectory is more significant than the final number alone — it indicates the operational changes were structural, not one-time corrections.
See measurable results in a single quarter
Sequential Tech combines telecom-specific training, real-time operational intelligence, and a compliant dual-center delivery model to help operators reduce hold time, lower transfer rates, and exceed ORS targets.
