A top three global strategic customer account was supported by fragmented processes spread across four shared service centers and governed separately by regional structures. This fragmentation led to inconsistent service delivery, misaligned KPIs, and inefficiencies that undermined both operational performance and customer satisfaction.

Service delivery for the strategic account, supported by ~200 dedicated FTEs, was consolidated using a center of excellence methodology. Like processes were strategically centralized into designated shared service centers to maximize expertise, ensure standardization, and reduce duplication. A single global operating model was implemented, anchored by a central control tower to govern billing, analytics, and KPIs. A shared dashboard provided full end-to-end visibility, enabling consistent service, faster issue resolution, and stronger collaboration with the customer.

The initiative delivered enterprise-level results by achieving a 35 percent improvement in SLA compliance and a 25 percent reduction in process variation, ensuring more predictable and consistent service. Customer satisfaction improved by 15 points as global operations gained transparency and stability. Beyond the metrics, the center of excellence model created scalable governance, enhanced operational discipline, and gave the strategic customer confidence that their account was being managed with global consistency and precision.

Establishing a center of excellence for global account operations transformed fragmented support into a harmonized model that delivered measurable consistency, efficiency, and customer confidence. This outcome reflects The JR Moore Group’s expertise in building shared service strategies that scale globally, align with contractual priorities, and ensure enterprises can deliver reliable, world-class support to their most strategic customers.