Q: While technology is critical to the delivery of your services, the specialized market expertise BBH provides is a huge differentiator. How do you balance or align these two elements to deliver your customer experience?
That’s certainly a key part of the Brown Brothers value proposition to our clients. We tried to figure out how do we embed that into a digital experience and there’s a couple of ways that we’ve really been able to do that. First, we’re really fortunate that we’ve got product owners and client servicing teams that, while they’re servicing day to day needs, they’re also product visionaries. They are always looking ahead for new nuances to their product or service, or new products that they can create on top of what’s already existing. We’ve had some great opportunities to collaborate on product ideation and leverage our UX design capabilities to bring those ideas to life. Beyond what we’ve done from a client experience perspective, the firm’s really recognizing the value that we can bring to the table for exploring new products through visual prototypes. Digitally visualizing a concept is such a powerful tool for exploring a product and figuring out and understanding better the viability of a product. We’ve had a lot of success partnering with those with those experts.
Our clients are at the center of everything we do. So, in addition to working with our product owners and client servicing teams, we’ve got a great Voice of Client program that we tap into to, to use as a sounding board and validate with our clients some of these new ideas or to cultivate ideas with clients. Not all these explorations find their way to investment, but we’ve got a program and energy to explore them. I find that certainly unique here with Brown Brothers.
A couple quick examples there. We just recently envisioned a new digital experience for smart contracts looking ahead into our clients’ future experience with digital assets. As that investment class is becoming more popular on the institutional side, those institutions are looking for service providers who can handle that type of investment and asset class and there’s a lot of interest there. So, we’re getting ahead of that one. Secondly, I think in terms of taking advantage of our empathy towards our clients and our market expertise in our client service teams. They are really passionate empathizers of the client experience at BBH. The best example I’ve had with that in my last few years in our portal was not about what we designed in terms of the user experience and the themes we really talked about. But it was more around how we were going to deliver that experience to the clients.
Q: You mentioned your rollout story the last time we were talking as part of delivering your customer experience.
Going back we, as I mentioned, redesigned soup to nuts the entire user experience for all our clients, all our products, and all geographies. We were super excited about the new user experience from the digital team here designing all of those great new interactive and immersive experiences. And really excited to get that out to clients. But our servicing teams kept reminding us that those personas we’re servicing, this operational manager or processor, they have critical daily time sensitive processes that just need to happen. Disrupting those would result in a negative perception of our cool new Infuse portal. It wasn’t going to matter how great that new user experience was if rolling it out caused disruption or issues in those daily processes, the feedback would have been would have been negative. So, we put a lot of thought into that and spent time thinking about user journeys and user personas around what we called the day one experience. Because one day these users from our clients were going to log in to the portal and it was going to look completely different. So, there was going to be an immediate reaction.