The retail banking is in major flux caused by margin compression, increasing regulatory and compliance requirements, and uncertainty about what the future holds. Since 2008, the number of banks in the U.S. has declined by more than 11 percent. Disruptive changes in the industry have forced executives to rethink age-old business models in order to capture a younger generation of consumer and find new approaches to improving profitability with historically low interest rates.

• Why one crucial lever for improving customer experience and reducing the cost of customer service is almost always underutilized
• How an enhanced self-service strategy in the contact center will be a lynchpin in the overall customer experience strategy of the future
• Where large branch banks and community banks are making investments to support their contact center strategies
• Which tools retail banks can implement today to enhance self-service, improve customer service, and simultaneously achieve immediate cost savings

Michael began his banking career with Citizens & Southern National Bank in Atlanta, Georgia where he held various management positions. In 1988, he founded Bretton Woods, Inc. and in 1993, he moved his consulting practice to EDS, Plano, Texas and served as a Principal of its Management Consulting Services in Europe and Southeast Asia for a two year period. Michael has testified in Congress, spoken to myriad industry groups, and has authored several studies and articles for industry publications. He has been a faculty member with Pacific Coast Banking School in Seattle, Washington where he teaches Technology’s Role in Community Banking curriculum for bankers in the graduate school.

Justin Lemrow
Director of the Continuous Improvement (CI) Practice at Contact Solutions

Justin Lemrow oversees the delivery of guaranteed business results to enterprise customers. Justin has more than a decade of process improvement experience in the telecommunications sector that includes working with Fortune 500 companies as management consultant with Accenture and improving network operations as a Project Manager at Sprint. Under his leadership, the CI Practice quantifies recommended improvements to increase revenue (customer experience) and operational savings (increasing self-service). His team of experienced consultants works with executives to help them make data-driven decisions on Customer Service using facts, trade-off analysis, and cost-benefit calculations. The CI approach focuses on generating rapid ROI for customers and finding solutions to support their core objectives.

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