Advisory purpose
The institution is reviewing how branches, assisted channels and digital journeys should work together to build stable deposits and customer relationships. The challenge is not simply to migrate activity online or reduce premises cost. Customers still need trusted help with identity, nominations, mandates, deceased accounts, fraud, cash, complaints and exceptions that automated journeys do not resolve well.
The Board requires an experienced advisor who can help redesign the liability franchise around trust, service economics and local accountability. The advisor will not approve policy, supervise executives or act as a director. Recommendations will be submitted to the Board and management for decision through established governance.
Five enterprise shifts to advise
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From product sales to relationship economics. Help define customer and household value after acquisition, balances, rate, service effort, channel use, complaints, fraud, attrition and conduct. Incentives should not reward accounts that are inactive, unsuitable or expensive to remediate.
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From branch counts to differentiated service roles. Segment locations by acquisition, advisory, transaction, cash, business banking, service resolution and community need. Recommend staffing, hours, cash capability and referral standards appropriate to each role.
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From digital migration to channel continuity. Design handoffs among app, contact centre and branch so identity, history, consent and unresolved work travel with the customer. Digital failure should not force repeated disclosure or weaken fraud controls.
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From deposit campaigns to durable funding. Examine rate-sensitive balances, customer concentration, brokered or campaign flows, early withdrawal, seasonality and transfer pricing. Growth should be assessed for stability and full acquisition cost.
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From complaint closure to service repair. Classify root causes, customer harm, repeat contact, vulnerable-customer needs and systemic populations. Branch and product leaders should own permanent correction, not merely response time.
Deliverables to the Board
The advisor will produce a liability-franchise diagnostic, branch-role architecture, customer-journey failure map, incentive review, deposit-quality framework and sequenced transformation roadmap. Advice should identify decisions, owners, investment, operational dependencies, customer-risk safeguards and measurable outcomes.
The recommended Board dashboard should distinguish active and primary relationships; stable and rate-sensitive deposits; cost of acquisition and service; branch productivity by role; digital-to-human handoffs; fraud and account restrictions; complaint recurrence; customer attrition; employee capability; and transformation benefits realised.
Experience sought
Candidates should have at least 25 years of experience across retail banking, deposits, branch networks, customer service, operations, digital transformation or regulated distribution. Former retail-bank CEOs, distribution heads, COOs, customer executives and senior transformation leaders are encouraged to apply.
IICA registration is not required. Candidates must nevertheless disclose relationships with banks, technology providers, distribution partners, consulting firms or investors that could bias advice. The advisor may not use the engagement to sell technology, property, recruitment, outsourcing or consulting services.
Expected impact
Within the first six months, the Board should have a fact-based view of deposit quality, branch purpose, customer-friction hotspots and incentive risks. By the end of the engagement year, the institution should possess an approved transformation sequence that improves trust, funding quality and productivity without excluding customers who require human service.