Unlock powerful CX strategies to revolutionize client experience in finance as we dive into the real obstacles that financial organizations face in building a truly client-centric culture and improving client engagement. In this episode of Competitive CX, hosts Melanie Aimer, Adam Grainger and Hamish Taylor dissect how traditional organizational structures, persistent silos, and legacy processes are holding back financial services client experience, despite advancements in technology and growing industry awareness.

Together, the panel discusses practical solutions for overcoming these barriers, from appointing client journey owners to leveraging data for holistic client views, ensuring every team focuses on enhancing user experience in finance. Drawing on insights from capital markets, private banking, and cross-industry best practices, they reveal why rethinking power, KPIs, and collaboration is vital to enhancing client loyalty, client retention strategies, and delivering seamless digital transformation in CX.

You’ll come away with actionable tips for championing a client-centric mindset, breaking down silos, and creating multifunctional approaches that align with the demands of today’s financial services innovation. If you’re ready to deliver CX best practices and make measurable improvements in your firm’s client interactions, don’t miss this episode!

Topics Discussed in this Episode:

• Organisational structure barriers to client experience
• Creating a client-centric culture in finance
• CX strategies for breaking down silos
• Practical approaches to improving client engagement
• Aligning KPIs with financial services client experience

Timestamps:

00:00 Enhancing Client Experience Strategies

04:29 "Brand Management and Customer Experience"

07:54 "Embrace Multifunctional Customer Approach"

09:59 "Reevaluating Organizational Silos"

15:10 "Aligning Culture and Structure"

18:28 Journey Design for UHNW Personas

20:26 Conductor Model Needs Data Flow

22:48 "Until Next Episode"

About the Competitive CX Hosts

Hamish Taylor

Hamish Taylor is a world leader in Customer-led Transformations. A multi-award winning CEO, his career has taken him from Brand Management at Procter and Gamble, Consultancy at PWC and Head of Brands at BA to become CEO of channel tunnel railway Eurostar and CEO of Sainsbury’s Bank – all before he was 40. In each case he left a record of significant growth by challenging the established way of operating and, in particular, by enabling the organisation to place its customers at the core of all activities. More recently, he has taken his “Customer-led Transformation” approach to hundreds of organisations and teams in 48 different countries. He has also been dubbed the “MasterThief” for his ability to take ideas from one industry or discipline to another.

Melanie Aimer

Melanie has over 20 years of financial services experience spanning Capital Markets, Corporate & Investment Banking, Asset Management, Private Bank & Wealth Management with Citibank, BNP Paribas and Barclays. With her vast multinational corporate Board and Exco level experience, Melanie has an award-winning record of delivering innovative client transformation across the full client and customer value-chain delivering best-in-class services in complex global organizations in a cost-effective agile manner and simplifying front to back processes spanning across people, marketing, data, and digital.

Adam Grainger

After a career leading client experience (CX) transformations for large and medium-sized asset management firms, Adam established Accomplish to translate CX for asset managers into a tangible and measurable discipline. Between 2018 and 2021, Adam chaired the global Asset Management CX Forum. This was an industry-wide innovation initiative that resulted in Accomplish’s Client Behavior Benchmark that lets asset managers pinpoint, in time and money, where their pre- and post-sales experience has out and underperformed. Adam has an MBA from the London Business School, where he studied behavioral economics and decision-making.

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