RevGen’s Data Quality Engine: Fostering Confidence in Data
Technology ServicesData & Analytics
The RevGen Data Quality Engine gave our client the visibility and control they needed to ensure high quality reporting
Reducing Operating Expense by 32% while Protecting Revenue
Our client needed to make data-driven decisions on reducing operating expenses while protecting revenue and client satisfaction. RevGen created a methodology that found a 32% reduction in OpEx while unlocking a new revenue stream.
Project Overview
A regional financial services company’s branch network had incredible variability in their revenue generation capabilities as well as cost structures. While they knew they needed to make some changes to protect their revenue from rising operating expenses, they didn’t have a clear framework to make data-driven decisions. RevGen combined quantitative analysis and qualitative insights to balance operational efficiency with customer service, market coverage, and employee experience.
Client Challenge
The client needed to “right‑size” its physical branch network without eroding customer satisfaction, employee engagement, or presence in key markets.
Overreliance on "anecdata"
Our client lacked a structured method for making critical decisions to address branch performance. Often, they were operating solely on qualitative “anecdata” without tying it to the necessary quantitative analysis.
Balancing financial optimization with customer needs
While they knew certain branches were struggling, our client had also built deep customer relationships within their communities and were rightfully hesitant to do anything to damage those.
Too many "what if" scenarios
Because of our client’s flexible operating model, there were multiple ways they could respond to each branch’s challenges, causing a web of “what ifs” to spiral without any data-driven answers.
Approach
The team followed a three‑phase, data‑driven methodology: (1) build a holistic branch scorecard using financial, customer, market, and staffing data; (2) model multiple optimization scenarios using a five‑lens decision matrix (portfolio performance, relationship model, strategic positioning, financial impact, and execution risk); and (3) translate the preferred scenario into an implementation roadmap, change plan, and communications strategy.
Solution
Six footprint scenarios were developed and assessed through lenses covering portfolio performance, relationship continuity, financial impact, execution feasibility, and community/brand implications.
Narrowed scenarios to six
While there were several “what ifs” for each branch, one of the first objectives was to narrow that to six potential go-forward footprint scenarios, including full consolidation, hub-and-spoke model, and complete field office transition. With those selected, we could move on to evaluation criteria.
Quantitative and qualitative assessment
Then, we assessed each scenario according to quantitative data, such as financials, portfolio performance, and market size, as well as more qualitative measures, like brand impact, relationship continuity, and execution feasibility.
Created reusable artifacts to move beyond a pilot
While we initially were only assessing three branches, we created reusable scorecards, Power BI dashboards, and other impact analysis tools that could be applied to our client’s other branches.
Detailed go-forward plans
In addition to the scorecards, we developed a phased implementation for our recommendations that included necessary communication and change management plans.
Results
Our recommendation positioned the organization to reduce underutilized facility costs, protect and grow relationship‑driven portfolios, and create a scalable framework for future network‑wide optimization and growth initiatives.
Clear winning scenario
One of our six scenarios showed the lowest overall impact across customer, employee, financial, execution, and brand dimensions for most locations. While there were larger impacts in the consolidation and construction dimensions, it was the obvious recommendation.
32% OpEx reduction while protecting revenue
Our analysis identified significant gap between operating cost structures and revenue generated across the pilot area. Going with our recommendation and reducing duplicative infrastructure would achieve a projected 32% net annual operating expense reduction while protecting current revenue levels through a continuation of their excellent relationship management and customer service.
Unlocked new potential revenue stream
In addition to providing clarity on a go-forward plan, our analysis also revealed substantial untapped opportunities in a key agricultural market, with available market penetration of up to 97%. This presented a huge potential source of incremental revenue, in part captured by our revenue-protecting recommendations to right-size their presence to align with how customers engage today.
Success Stories
Recovering $15 Million in Revenue with Business-Aligned AI
Artificial IntelligenceData & Analytics
Buried under false positives and time-consuming, costly research processes, our client needed a modern, automated method of Revenue Assurance. RevGen brought our data expertise and married it to business processes to recover millions in revenue.
Modernizing Geospatial-Powered Apps for a B2B Manufacturer
Digital Enablement
Our client desperately needed to update their Geospatial-powered app because of the poor customer experience and needed RevGen’s help to build a new, modern UI as well as the data and web frameworks to improve the user experience.
Subscribe to our Newsletter
Get the latest updates and Insights from RevGen delivered straight to your inbox.