A dispute over a bill, frustration with a delayed repair, or concern about affordability often reflects something much larger than a simple complaint: a failure somewhere in the customer journey. In today’s environment, where the cost of living remains under pressure, customer expectations continue to rise, and regulators are placing
Most firms don’t lack effort. They lack a clear definition of “good”. Complaints leaders across the insurance sector have spent the last few years responding to an increasingly demanding set of expectations. Consumer Duty has sharpened the focus on customer outcomes. The Financial Ombudsman Service continues to provide valuable insight
The Financial Ombudsman Service (FOS) has confirmed a package of reforms designed to modernise how complaints are handled. The reforms focus on: Introducing a new registration stage before investigation. Clarifying and expanding dismissal powers. Updating the “fair and reasonable” test used in complaint decisions. 1. New Registration Stage The Financial
Customers judge brands on how they fix problems, not just how they sell. There was a time when customer experience was largely defined by moments of delight, seamless onboarding and personalised recommendations. Brands invested heavily in creating memorable experiences designed to win customers over. Today, the moments that matter most
For years, UK general insurers have focused on reducing indemnity spend as the primary lever for claims profitability. In 2026, that assumption is being challenged. Increasingly, the true cost of claims is not the payout itself, but the operational friction that surrounds it. Hidden claims leakage is occurring across the value chain.
Many organisations still view complaint management primarily as a regulatory requirement. A necessary control designed to reduce risk, satisfy regulators and resolve issues once something has gone wrong. That perspective is becoming increasingly outdated. Having worked with complaint operations across multiple sectors, one thing has become clear: the organisations extracting
Complaints are often treated as an operational burden. They arrive late in a customer journey, demand time and resource, and carry regulatory and reputational risk. So organisations do what they are designed to do: they process them efficiently, bring them to closure, and move on. But in doing so, most
Complaints are still widely viewed as an unavoidable cost of doing business. They sit in operational teams, measured by backlog, handling time and regulatory compliance. Success is often defined as closing cases rather than changing outcomes. We see that this mindset is increasingly out of step with reality. Every complaint
The HM Treasury policy statement on reform of the Consumer Credit Act (CCA) 1974 outlines a major transformation in the way consumer credit is regulated in the UK. At its core is the recognition that the current framework, originally designed in the 1970s, is no longer suited to a market
Paraplanning is still viewed, in some quarters, as a process that allows advisers to pass administrative burden to someone else. And on occasion, that can be true. But when paraplanning is reduced to little more than an offloading exercise, the real value of the role is not just missed, it
