In February of 2011, we sat down with David Figgat, Group Executive of TSYS Managed ServicesSM, who spoke to us about collections and outsourced solutions in a changing global landscape.
- What is your role at TSYS?
As a group executive of TSYS Managed Services, my responsibility resides over all of our Managed Services operations and deliveries worldwide. With that being said, I have the world basically split in half running North and South with the Americas on one side and Asia, Europe and Africa on the other. Subsequently, all the responsibilities of Managed Services fall into these categories across the globe.
- What do you consider to be one of your major accomplishments in your career?
Launching a global, all business-unit-inclusive Managed Services offering at TSYS has definitely been one of the biggest accomplishments thus far. We’ve built a solid product offering and an experienced, knowledgeable team that knows this industry inside and out.
- Is there anything new, innovative or ground-breaking coming from your area that you can share with us? What is a new trend in your field or area of expertise?
It’s not so much new as it is putting the proverbial “finer edge on the knife.” For example, we’ve made a lot of progress with TSYS FlexCollect, our global disputes and chargebacks offering, and voice analytics. These solutions are breaking new ground and defining the industry standard.
As for trends, there are two major ones. The first is the swing back from labor arbitrage off-shore and near-shore models in local contact center work – this dramatically changes the financial models that were established for voice customer care during the past 15 years. The second trend is a greater focus on the overall customer experience as opposed to achieving a plethora of service-level agreements.
- How has the relationship between buyers and sellers changed since your career began?
If I think back to the very first days of my outsourcing career more than 25 years ago, I would say that outsourcing has gone through three major phases relating to the buyer versus seller relationship. First, there was a period of observing that “outsourcing,” especially in the voice side of customer care, was not a bad thing, but a way of leveraging scale and specific expertise. Secondly, there were significant technology developments that made labor arbitrage a truly viable and valuable option for many companies – pushing massive amounts of work to off-shore and near-shore locations. Next, in terms of managing the client and customer life cycle and experience, the outsourcer became an integral part of this all-important function of any company’s customer strategy.
- Where do you see TSYS in 10 years and how are you preparing for it today?
I see a dramatic shift in the payments business coming in the next ten years. Whether it is mobile, non-scheme-based groups or different payment technologies, this industry will change markedly.
We are preparing for this kind of tectonic shift by becoming more agile at handling different platforms and concentrating on the customer experience. We are learning more and more about improving the overall experience as opposed to focusing so much on the various platforms and products we deal with each day. Nevertheless, our goal is to become consummate experts in each of the new industry platforms and products that come out.
- If you could go back in time in your career, what year would you choose and why? Would you do anything differently?
I would choose the year 2000, when I was working in Silicon Valley during the dot.com boom and bust. I learned countless lessons about the online world that would have served me very well, given that I could have turned that hindsight knowledge into something special.
- What legacy do you want to leave for TSYS?
On my “corporate tombstone” I would hope the phrase, “a transformational leader who was a good guy and took good risks” would be found somewhere.