Innovation and Digital Transformation: Improving Customer Experiences in the Federal Government and Beyond

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Teresa Weipert, Sutherland Global Services

Teresa Weipert, Sutherland Global Services

In December, entrepreneur Mark Cuban published a letter directed at President-elect Donald Trump on the importance of the U.S. getting in the game of infrastructure spending, particularly in the robotics industry.

“Why is this so important,” Cuban rhetorically asked his audience. “Technological change always accelerates. It never stagnates over time.”

Sutherland Government Solutions, Inc. based in Reston, Virginia, helps to lead this charge to integrate robotics into existing government processes to improve customer experiences. Senior Vice President Teresa Weipert steers the company’s division toward success in contract wins and key partnerships.

In July 2015, Sutherland Global Services created SGSI to better serve the specific needs of its government clients. A leader in technology-enabled business process outsource, SGS drives a large client base across industry verticals, including many of the Fortune 100 Blue Chip companies. SGSI’s offerings and services are grounded on the value of commercial best practices and experiences of SGS.

“We realized we could offer government the same premium high-end and cost-effective services that SGS offers its Fortune 100 clients,” Weipert said. “To excel in the new digital economy, the business objectives of reliability, quality, cost-efficiency and responsive customer service are integral to success.”

As a trusted digital solutions partner, Weipert and her team deliver highly responsive “integrated services.” SGSI’s technology-enabled integrated services are performance force multipliers for government, especially in times of high citizen demands.

One key trend SGSI tracks to meet these demands includes multichannel citizen engagement. Many government jurisdictions with multiple channels—municipal offices, physical mail correspondence, contact centers, e-government websites and mobile apps—struggle to provide their citizens with one coherent view of the enterprise. However, in the context of digital government, a multichannel strategy means more than delivering a seamless experience to stakeholders.

That’s where robotics comes into play.

SGSI offers its customers multichannel constituent relations via phone, email, online chat, and self-service with the Sutherland Customer Analytics Network, or SCAN 360. This platform has been recognized as the world’s only cloud-based iBPO technology platform designed from the ground up to continually optimize the customer experience, operational performance, and financial impacts of critical revenue, cost and profitability-facing processes across the entire business. SCAN 360 uses applications of advanced big data analytics, human cognition, robotic process automation, machine learning, artificial intelligence and other emerging technology capabilities to achieve its customers’ desired results.

In addition to helping its customers provide a seamless experience to their stakeholders, SGSI also focuses on building strong client intimacy and engagement.

“It’s very important to understand our government clients and what help they need and bring our experience to the table,” Weipert explained. “If we’re just responding to RFPs, that’s not good enough. We have to really understand what our clients want.”

SGSI participates on several large customer service-oriented contracts with the departments of Veterans Affairs and Housing and Urban Development, and the Defense Health Agency. In addition to its federal contracts, SGSI has established itself in local and state markets as well by sharing the best commercial practices and experience in its customer engagement arsenal.

As the government contracting industry looks toward Trump’s administration, SGSI says it’s prepared to meet the government’s needs based on its growing team and commercial qualifications. Whether on its own or as a partner, Weipert considers her team to be ready to tackle these challenges.

“We believe that engaging in a team approach on government contracts can mitigate risk and facilitate the implementation of proven best practices and processes,” she said. “Our team is very knowledgeable, having worked in large businesses, and we believe our skills are best shared with others to complete the mission.”

Related: The One Interview Every Government Contractor Should Read Before Trump Takes Office


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1 Comment

  1. William Jenkins on

    What they forgot to mention is that SGS lost both the VA and HUD contracts and is under performing on the DHA one. Lousy company.