Why Most Digital Shelf Strategies Fail (Even with Great Data)

Most eCommerce teams don’t have a data problem. They have a decision problem.

There’s no shortage of insight today. Teams can track share of search, benchmark pricing in real time, monitor content completeness, and analyze competitive dynamics across every major channel. On paper, visibility into the digital shelf has never been stronger.

And yet, performance still feels inconsistent, growth is difficult to scale, and execution varies by region, retailer, and team. Despite better data, outcomes haven’t improved at the same pace.

That’s because the issue isn’t access to information. It’s what happens after the insight is surfaced.

The hidden problem: fragmented signals

In most organizations, the signals that drive digital shelf performance are split across functions.

Content teams focus on completeness and accuracy. Pricing teams focus on competitiveness and margin. eCommerce teams focus on conversion and availability. Sales teams focus on channel relationships and revenue.

Individually, each function is optimizing its own metrics, but collectively no one is optimizing the system.

This creates a subtle but critical gap. You can have high content scores and still struggle with discoverability. You can match competitor pricing and still erode margin. You can drive visibility without improving conversion. Everything appears optimized in isolation, but performance breaks down when those decisions collide in the real world.

This is what makes digital shelf execution so challenging. It’s not one problem, it’s a coordination problem.

Why AI doesn’t fix this

AI has made it significantly easier to detect patterns across the digital shelf. It can identify keyword trends, highlight pricing gaps, surface competitive movements, and flag anomalies faster than any team could manually.

But AI operates on signals, not context.

It doesn’t understand channel constraints, supply limitations, margin thresholds, or internal workflows. It doesn’t know which competitors actually matter or which insights are commercially viable. As a result, it often produces recommendations that look compelling in a dashboard but are difficult to execute.

This is why so many AI-driven initiatives stall. The technology works but the translation into action does not.

The shift from optimization to alignment

The teams that are winning on the digital shelf aren’t simply optimizing individual metrics. They’re aligning them.

They understand that visibility, content, pricing, availability, and execution are not separate levers. They are interconnected signals that need to move together.

That alignment changes how decisions are made. Instead of reacting to isolated insights, teams prioritize actions based on overall commercial impact. Instead of chasing every signal, they focus on the ones that actually drive performance.

This approach consistently shows up across five key areas: competitive and channel intelligence, product content and data quality, assortment and demand signals, pricing and promotion strategy, and performance measurement tied to revenue outcomes. The system starts to break down if any of these are missed.

When these elements are connected, decision-making becomes faster, execution becomes more consistent, and performance becomes scalable.

Key takeaway

Most digital shelf strategies don’t usually fail because of bad data. They fail because no one connects the dots.

They have the right signals, including visibility, pricing, content, and demand, but they’re interpreted and acted on in isolation. Teams tend to optimize what’s in front of them, not what actually drives performance. That gap compounds very quickly in a system as interconnected as the digital shelf.

The organizations that pull ahead aren’t the ones with more dashboards or better tools. They’re the ones that connect signals, decisions, and execution into a single, coordinated system. This allows teams to act on the right things.

eClerx’s AI-driven Approach

What does connecting the dots actually look like in practice? It means moving beyond siloed insights and building a system that aligns decisions across content, pricing, availability, and channel execution.

eClerx’s AI-powered approach utilizes agentic AI systems — spanning monitoring, decision-making, execution, and feedback — to creates a continuous loop that connects signals across the digital shelf and translates them into coordinated action.

At the core is the eClerx Market Intelligence framework which unifies competitive intelligence, product content, assortment signals, pricing dynamics, and performance measurement into a single operating model. Instead of optimizing each area independently, it ensures decisions are made in context so teams act on what truly drives visibility, conversion, and margin.

This approach provides alignment at scale, enabling faster decisions, more consistent execution, and stronger commercial outcomes across every channel.

The Future Is Automation Combined with Expertise

The digital shelf is no longer a static display; today it’s a dynamic, interconnected engine of growth.

Winning in this environment requires the ability to act on that intelligence consistently, and at scale. AI will continue to accelerate how quickly organizations can identify opportunities, but speed without context leads to noise, not results. The real advantage comes from combining automation with industry expertise and operating discipline.

Organizations that get this right will react faster, make better decisions, execute with greater consistency, and stay ahead of the competition as complexity continues to increase.

If your AI isn’t driving outcomes, this is where to start.

Watch the on-demand webinar: AI-Powered eCommerce: Optimize and Win

eClerx at the 2026 SIFMA Operations Conference & Exhibition

Bringing together the full capital markets operating chain, SIFMA’s 2026 Operations Conference & Exhibition focuses on the issues shaping tomorrow’s markets. The event provides an opportunity to share insights and build relationships with the people who run, secure, and modernize markets every day.

Clerx is excited to be attending SIFMA’s 2026 Operations Conference & Exhibition, collaborating with over 900 industry leaders to exchange notes on the issues shaping today’s capital market ecosystem.

Here’s what you can expect at the event:

• Mainstage presentations and focused breakout sessions held by the industry’s leading voices on artificial intelligence, digital assets, regulatory implementation, and more
• Interactive workshops hosted by leading consulting and technology firms that deliver actionable insights, data, and real-world case studies focused on the most pressing challenges that are defining the next generation of market infrastructure
• Curated networking experiences—including high-energy receptions and a golf tournament—with both senior leaders and leading organizations in the world of capital markets

Join us from May 11-14 and connect with our team at Booth #418 to learn how eClerx has leveraged our domain expertise and Agentic AI technology solutions to help clients modernize workflows and strengthen operational resilience.

Website link: https://events.sifma.org/ops

Attending from eClerx

Mahesh Muthu

Principal, Sales & Relationship Management

eClerx

Charles Zehil

Associate Principal, Sales & Relationship Management

eClerx

Ed O’Connell

Associate Principal, Sales & Relationship Management

eClerx

Marcella Squeglia

Associate Principal, Sales & Relationship Management

eClerx

Keith Walsh

Director, Sales & Relationship Management

eClerx

Mike Librot

Director, Sales & Relationship Management

eClerx

FinCEN’s evolving GTO playbook: Faster, more targeted, and operationally disruptive

In early 2026, the Financial Crimes Enforcement Network (FinCEN) issued two Geographic Targeting Orders (GTOs), that signal a clear shift in regulatory strategy: faster deployment, lower thresholds, and highly targeted intervention tied to specific financial crime risk.

Rather than relying on broad, system-wide controls, FinCEN is increasingly using GTOs as precision tools to rapidly respond to emerging threats, from government benefits fraud to cartel-linked financial flows. More importantly, these orders reflect a move toward a more agile regulatory model, where temporary measures are deployed to generate data, validate risk assumptions, and inform future enforcement and rulemaking.

For financial institutions, this often means significant operational changes in a limited timeframe, a hard ask for institutions of any size without the help of AI-technology and partnerships with experienced financial crime compliance (FCC) vendors.

Below, we analyze the specific impact of the two GTOs, what activities the FinCEN was targeting with these orders, and how financial institutions can better adapt to these sudden regulations.

Key takeaways

• FinCEN is increasingly using GTOs to address specific financial crime risks, reflecting a shift toward more precise, geography-driven regulatory intervention.
• Recent GTOs introduce lower reporting thresholds while on a tighter timeline, signaling FinCEN’s prioritization of rapid responses to emerging threats such as fraud and cartel-related activity.
• These targeted measures place significant pressure on financial institutions, requiring rapid updates to systems, processes, and workforce training, all while maintaining high data quality and compliance standards.
• To adapt effectively, institutions are investing in scalable operating models that combine skilled compliance resources, AI-driven workflow optimization, and targeted governance frameworks to enable real-time responsiveness.

Table of contents

1. FinCEN’s dual-focused regulatory response
2. What do these GTOs represent?
3. The operational implications for financial institutions
4. How institutions can react to GTOs with agility
5. The new financial compliance landscape
6. Frequently asked questions

FinCEN’s dual-focused regulatory response

The first GTO, issued on January 13, 2026, targets government benefits fraud in Minnesota. Under this order, covered financial institutions in select counties must report international fund transfers of $3,000 or more. The focus reflects growing concern around the misuse of public funds and cross-border movement of illicit proceeds.

The second GTO, issued on March 10, 2026, expands enforcement efforts along the U.S. southwest border. Designed to disrupt financial flows linked to drug cartels, this order requires money services businesses (MSBs) to report cash transactions between $1,000 and $10,000 across designated counties and ZIP codes.

By lowering reporting thresholds and concentrating more on high-risk corridors, FinCEN is aiming to increase visibility into previously underreported activity in an effort to catch and prevent these crimes.

What do these GTOs represent?

Together, these two GTOs illustrate a clear shift in regulatory strategy toward greater precision and speed. Rather than applying broad controls, FinCEN is now regularly deploying more timely and targeted measures aimed at specific financial crime threats.

By lowering reporting thresholds, it will be easier to capture more granular activity, allowing FinCEN to establish a more dynamic and responsive regulatory environment.  

The operational implications for financial institutions

Although these orders will result in a stronger, more proactive financial landscape, it also puts significant pressure on institutions. Requiring quick interpretation, implementation, and operationalization of these new requirements almost immediately, these changes often introduce significant operational complexity.

For example, incorporating new requirements often requires:

• Recalibrate transaction monitoring thresholds outside standard rule frameworks
• Introduce geo-specific logic across onboarding, payments, and monitoring systems
• Update reporting workflows to capture newly required or non-standard data elements
• Train frontline and investigative teams on narrowly scoped, high-priority requirements
• Scale case management and investigative capacity to absorb short-term spikes in alert volumes

Without the right infrastructure, the speed required by these orders can strain FCC departments and increase the chance of errors or delays within their processes.

How institutions can respond with agility

To keep pace with these evolving expectations, many financial institutions are adopting more agile and technology-enabled approaches to compliance with a dual approach:

1. Immediate response layer
Rapid deployment of trained FCC investigators and quality assurance resources to manage sudden increases in alert volumes and reporting requirements.

2. Sustainable capability layer
Investment in technology and workflow redesign to improve long-term responsiveness, including:

• AI-driven alert prioritization to focus investigators on higher-risk activity
• Automated data enrichment and entity resolution to reduce manual effort
• Workflow orchestration tools to streamline case management and reporting
• Targeted governance frameworks aligned to specific regulatory requirements

This combination enables institutions to respond in real time while maintaining the accuracy, consistency, and auditability expected by regulators.

The new financial compliance landscape

FinCEN’s latest GTOs make one thing clear: financial crime regulation is becoming more precise, more frequent, and more operationally intensive. Now is the time to reassess capabilities and ensure technology, talent, and process readiness for what comes next.

Why outsource financial crime compliance?

As financial crime regulations become more complex and enforcement actions increase, many organizations are turning to specialized partners to strengthen their compliance programs. Outsourcing FCC enables institutions to scale operations efficiently, access experienced AML and compliance professionals, and leverage advanced technologies for KYC, CDD, transaction monitoring, sanctions screening, and regulatory reporting.

This flexible operating model helps organizations respond more quickly to evolving regulations, reduce operational burden, improve investigation quality, and maintain effective compliance without compromising customer experience.

eClerx empowers leading global financial institutions to navigate today’s complex financial crime landscape through a blend of AI-enabled solutions and deep domain expertise, helping clients enhance operational agility, strengthen controls, and maintain compliance.

Set up a free consultation with one of our experts to explore how we can help improve FCC workflows and support operational readiness in response to evolving regulatory demands.

For more information on FinCEN’s rulings, click here for the January 13^th GTO announcement or here for the March 10^th GTO announcement.

Frequently asked questions

What are Geographic Targeting Orders (GTOs), and why does FinCEN issue them?

Geographic Targeting Orders (GTOs) are temporary regulatory measures that require enhanced reporting from financial institutions within specific geographic areas. They are designed to increase transparency into targeted transaction types and address emerging risks such as fraud, money laundering, and other illicit financial activity.

How do GTOs differ from standard AML reporting requirements?

Unlike Suspicious Activity Reports (SARs) or Currency Transaction Reports (CTRs), GTOs are temporary (typically up to 180 days), highly targeted, and often impose lower reporting thresholds. They are designed for rapid deployment in response to specific threats, requiring institutions to adapt quickly.

What do the January and March 2026 GTOs require?

The January 2026 GTO focuses on Minnesota and requires covered financial institutions in select counties to report international fund transfers of $3,000 or more, targeting government benefits fraud. The March 2026 GTO expands coverage along the U.S. southwest border and mandates that money services businesses (MSBs) report cash transactions between $1,000 and $10,000 in designated counties and ZIP codes to disrupt cartel-linked financial flows.

Which financial institutions are impacted by these GTOs?

The scope varies by order, but generally includes banks, credit unions, and money services businesses operating within designated geographic areas. Institutions must assess whether their operations fall within the specified counties or ZIP codes to determine applicability.

What is customer due diligence?

As FinCEN expands the scope and frequency of its GTOs, robust CDD processes have become increasingly important. CDD is the foundation of an effective anti-money laundering (AML) program, enabling financial institutions to verify customer identities, identify and validate beneficial ownership, understand the nature and purpose of customer relationships, and assess ongoing risk. Strong CDD practices not only help organizations comply with evolving regulatory requirements but also improve their ability to detect suspicious activity, support timely investigations, and respond confidently to heightened regulatory scrutiny.

What is transaction monitoring?

Transaction monitoring is the continuous process of reviewing customer transactions to identify unusual or potentially suspicious activity that may indicate money laundering, fraud, terrorist financing, or other financial crimes. By analyzing transaction patterns against predefined rules and risk indicators, financial institutions can detect anomalies, investigate suspicious behavior, and file regulatory reports when required. Effective transaction monitoring also supports compliance with FinCEN’s GTOs by helping organizations identify high-risk transactions and respond promptly to evolving regulatory requirements.

What are financial crime compliance services?

Financial crime compliance services help organizations prevent, detect, and respond to financial crime while meeting regulatory obligations. These services typically include KYC, CDD, transaction monitoring, sanctions and watchlist screening, AML investigations, suspicious activity reporting, and regulatory reporting. Together, these capabilities enable financial institutions to strengthen risk management, improve compliance, and adapt to changing regulatory expectations.

eClerx at the 2026 Digital Shelf Summit

An annual event focused on bringing together industry leaders and practitioners involved in digital shelf operations, the Digital Shelf Summit highlights the latest trends, technologies, and strategies in the field of product experience management (PXM) and digital shelf optimization for both newcomers and experienced professionals.

eClerx is excited to be attending the 2026 Digital Shelf Summit, connecting with industry professionals and innovators to speak on our experiences leveraging Agentic AI and automation technology in the world of commerce.

Here’s what you can expect at the event:

• Learn how Agentic AI, automation, and human creativity are transforming digital shelf operations for greater efficiency and profitability
• Explore the ways people, processes, and tech stacks must adapt to create maximum efficiency and profitable growth in today’s market
• Discover how to effectively scale operations through a combination of structured workflows, expert execution, and intelligent automation

Join us from May 4-6 and connect with our team at Booth #8 to to discuss how eClerx has leveraged our domain expertise and Market360, our Agentic AI-powered digital shelf solution, to ensure our clients stay visible, consistent, and ahead of their competitors.

Additionally, be sure to attend our speaking session, “Driving Growth in Complex B2B Categories: Commercializing the Digital Shelf,” on May 5 at 2pm to discover how both brands and distributors are adopting an integrated approach to translate their digital shelf insights into faster, smarter commercial actions.

Website link: https://www.digitalshelfsummit.com/event/3860f5e2-9181-4a85-934b-b4d017c465c7/summary

Attending from eClerx

Saurabh Sharma

Global Product Lead

eClerx

Gary Williamson

Business Development Lead

eClerx

Ashish Kacker

Head of Business Development

eClerx

Key takeaways from Adobe Summit 2026, Las Vegas

eClerx was proud to take part in Adobe’s 2026 Summit conference as a Gold Partner. The event bringing together marketers, technologists, and decision-makers who are shaping the future of customer engagement.

Over the course of the event, eClerx’s team was able to present the real-world approaches and client success stories achieved by our organization through Adobe Experience Platform and the rest of Adobe’s ecosystem, helping organizations move from platform adoption to faster, safer, measurable business outcomes.

Here are several key takeaways our team gained over the course of the event:

●   End-to-end Adobe ownership is critical for long-term success

With organizations increasingly recognizing that disconnected efforts limit their value realization, eClerx reiterated to attendees that it is time to build a more unified approach to their Adobe tools. Leveraging their firsthand experiences, our team emphasized the importance of moving beyond fragmented Adobe implementations toward a fully integrated model that spans strategy, build, run, and continuous optimization.

●   Scaling customer data activation remains a top priority

Many organizations have prioritized data scalability within their campaign efforts to deliver more personalized experiences, but without the right foundation, this is easier said than done. To help businesses overcome these bottlenecks, our team gave several examples of how Adobe Experience Platform (AEP) can be leveraged to unify their customer data, enhance identity resolution, and activate insights across each of their channels.

●   AI adoption must be paired with strong governance frameworks

As AI becomes embedded in everyday workflows, eClerx emphasizes the importance of building governance in from the start. That means clear guardrails, defined approval flows, and full asset traceability—so AI-driven content and campaign execution stay compliant, transparent, and aligned with brand standards

●   Operational models and content supply chains drive measurable ROI

Campaigns can take extensive time and resources to complete, but many of the structures and assets can often be reused to ensure greater efficiency in the future. Our team dived into how organizations can build scalable content and campaign operations through leveraging preestablished structured workflows and reusable assets. Additionally, we described how leveraging specialized internal teams with Adobe expertise can further reduce any friction with campaign delivery, ensuring sustained performance post-implementation.

Discovering an $11.5M opportunity through focused assessments for a UK streaming platform

The streaming market traffic is growing, but growth does not come from content alone. Providers also need to make it easier for people to move from interest to sign-up.

A leading UK streaming platform has been a client of eClerx for over a decade now, by conducting a focused assessment, eClerx could highlight potential markers for growth through Digital Analytics and Conversion Rate Optimization (CRO) program deliverables, to identify an additional subscriber growth opportunity of approximately $11.5 million.

The assessment focused on actions across the subscription journey. It looked at user behavior signals such as visits, bounce rate, cart adds and purchases to understand where users were engaging, where they were leaving and where more value could be identified.

This is what makes opportunity assessments so useful. In addition to providing a strategic view of the market, they show where growth already exists inside the existing customer journey.

Looking beyond traffic to find real growth

Many streaming providers invest heavily in content, promotions and customer acquisition. Traffic does not guarantee real growth. Critical analysis of user interaction is required after they arrive to understand their interactive approach.

In this assessment, eClerx looked at user interaction data across the digital journey to see intent and drop-off areas in the subscription journey. This helped turn a broad growth question into something much more pragmatic and measurable.

This is an important point for streaming providers across the market. In many cases, the opportunity is not only about bringing in new users from various channels; it is also about analyzing which channels generate engagement, which needs focus, to convert users who are already showing interest.

Why the subscription journey matters so much

Even strong streaming offers can underperform if the subscription journey is weak. Users may be interested in the content, but could still leave if plan options are unclear, pricing is hard to compare or the sign-up flow feels too long or confusing were some of the key findings.

There was clear room to improve conversion by focusing on users who were dropping off during the journey by using digital analytics, CRO testing, and experimentation techniques.

This kind of work underlines the value of combining technical depth with consultative thinking. By conducting an assessment, clients gain a real understanding about their audience with growth oriented actions.

Why this platform had room to grow

The platform in this assessment operates in a highly competitive market shaped by major global streaming brands. What makes it different is its strength in premium Sports, Cinema and Entertainment. All strong content areas, raising the stakes for the complete digital experience.

If users are engaging with Live Sports, Premium Cinema or Entertainment Bundles, but not completing the sign-up, the provider is missing many potential areas of revenue generation.

It shows that demand already exists, but it is not yet being converted into subscriptions.

Three areas that can support subscriber growth

The assessment highlighted three core content strengths that can support growth:

• SPORTS can drive quick action because live events create urgency. People want access in the moment, which makes sports a very strong reason to subscribe.
• CINEMA helps build value by giving viewers access to premium titles and a strong at-home viewing experience.
• ENTERTAINMENT helps support ongoing content consumption. Eg. drama, documentaries, reality shows and original series give subscribers more reasons to return regularly.

These strengths matter on their own, but they become even more valuable when they are supported by a better subscription journey, clearer offers and sharper packaging.

Turning insight into action

A strong assessment should not limit at problem identification. It should point to actions that can improve performance. In this case, the opportunity was assessed on practical levers such as improving plan clarity, simplifying the sign-up flow, offering more flexible pricing, strengthening bundles, data analysis to identify friction points and experimentation to reduce drop-offs.

These are not abstract ideas. They are focused actions that can help turn existing user interest into completed subscriptions.

This is how digital analytics and CRO provide potential tools that are scalable, result-oriented actions, and measurable outcomes. They help providers shift from assumptions to scientific approach utilizing the real world data and evidence based analysis, identifying simplified and focused business actions.

What this means for the wider streaming market

While this assessment focused on one leading streaming platform, the outcome is applicable to similar qualifying clients, with similar user journey from traffic acquisition to user engagement to order conversion.

Subscription video on demand providers, advertising-based video on demand providers, hybrid models, virtual live TV streaming providers, regional players and content aggregators all face the same core challenge.

They need to understand how users move through the subscription journey and where value is being lost along the way.

That is why systematic opportunity assessment of all variables is important. They help companies find growth opportunity that is already present in their existing digital journey.

Technical insight, consultative thinking and strategic analysis all work together to discover value.

In this case, eClerx identified a potential opportunity of about $11.5 million for a global media and OTT client.

For streaming providers aiming to improve acquisition, conversion and subscriber growth where new opportunities exist, this kind of assessment will lead to identify the current gaps and potential areas where new opportunity is already present.

To discover growth opportunities based on available user interaction data for your organization, please fill in the form below and we’ll be happy to conduct an assessment.

A regional broadband provider reduces unnecessary truck rolls with a holistic AI and CX framework

The client partnered with eClerx to reduce the rising costs and negative customer sentiment tied to avoidable technician visits. Using a holistic solution that combined the power of AI and the domain expertise of our CX services, eClerx helped reduce unnecessary truck rolls by up to 30%.

Headquartered in the United States, this fast-growing regional broadband provider specializes in high-speed fibre and fixed wireless services across urban and suburban markets throughout the country. manufactures and sells health and sportswear clothing and accessories.

With its goal to deliver unbeatable service reliability and customer service to their userbase, their organization takes pride in ensuring the quick instillation and maintenance of their broadband offerings.

The challenge

Providing consistent service to customers is key for telecommunication providers, with the timely dispatch of skilled technicians to install or repair any necessary equipment being critical lever to control costs and deliver seamless service at scale. However, not all service issues inherently require a technician appointment. When agents do not ask customers the right questions or if technicians lack the appropriate equipment for a job, providers waste resources and risk customer satisfaction in what is referred to as an “avoidable truck roll” (ATR).

For this client, several operational inefficiencies within their contact center began to result in a sharp increase in ATRs occurring. Ranging from agents misdiagnosing customer issues to communication gaps between support supervisors and dispatch teams, their organization often sent technicians to jobs that they either were not prepared for or could have been addressed remotely by agents. Over time, these unnecessary truck rolls began to cause the client’s operational costs to increase significantly, while frustrating customers due to long waits and repeat appointments.

Looking to uncover and solve the root causes behind this rise in ATRs, the client sought an experienced customer experience (CX) and field service vendor that could help optimize their support operations.

Agent performance:

• Agents often mishandled technical customer queries
• Resulted in issues either being misdiagnosed or passed on to technicians instead of being solved remotely

Communication gaps:

• Inefficient triaging and routing of support tickets by contact center
• Led to a growing information divide between support and dispatch teams

Increase in ATRs:

• Inefficient CX operations caused a rise in unnecessary technician trips
• Negatively impacted technician productivity and customer sentiment, as well as increasing operational costs

Our strategy

With a proven record of success within the telecommunication’s industry, the client decided to come to eClerx for assistance in preventing potential unnecessary truck rolls from occurring.

Implementing a combination of our CARE and technology-led ATR framework, eClerx’s Customer Experience teams focused on improving diagnostics, decisioning, and workflow efficiency for our client through a five-step approach:

• Intelligent call center diagnostics

To strengthen the client’s frontline support, eClerx’s CX services worked to enhance the Tier 1 and Tier 2 troubleshooting scripts used to guide agents. Developing structured, decision-tree-based diagnostic workflows, agents were able to be guided by the client’s detailed knowledge bases in real-time, ensuring faster, more accurate issue identification that reduced unnecessary escalations.

• Advanced ticket triage and routing

In an effort to improve the efficiency of the client’s ticket management, eClerx implemented a standardized categorization method for their contact centers. Combining automated prioritization and routing logic, each ticket would now be intelligently directed to the right teams, improving communication across departments while also ensuring critical issues receive immediate attention.

• Analytics-driven root cause identification

Leveraging the client’s historical truck roll data, eClerx’s field service experts helped the client the primary drivers of their avoidable dispatches. Feeding into a continuous feedback loop, this solution ensured that the client’s troubleshooting processes would be further refined as time went on.

• Workflow automation

Introducing automated order management and provisioning systems into the client’s contact centers, eClerx ensured seamless, automatic validation checks before the dispatch of technicians. This extra step not only helped prevent any unnecessary field visits, but also reduced the need for manual intervention when handling tickets.

• Quality monitoring and agent coaching

Through the power of QA360, eClerx’s proprietary GenAI-driven QA solution, our CX team ensured the comprehensive evaluation of the client’s customer interactions, providing a far more in-depth view of agent performance. With these insights delivered to supervisors via an easy-to-digest dashboard, the client could now understand what kinds of targeted training was needed within their contact centers, further reducing the need for unnecessary truck rolls.

The results

Within four to six months of being launched, eClerx’s hybrid solution enabled the client to significantly reduce avoidable truck rolls while improving customer experience and operational efficiency.

The results included:

• 20–30% reduction in avoidable truck rolls
• 15–25% improvement in First Call Resolution (FCR)
• 10–20% reduction in average handling time (AHT)

Seeing a remarkable reduction in their avoidable truck rolls, as well as their operational costs, the client continued to leverage eClerx’s technology and field service expertise within their dispatch services.

eClerx at the 2026 LSTA Operations & Technology Conference

Offering the latest insights and updates on all things “ops” within the syndicated loan and private corporate credit markets, the 2026 LSTA Operations & Technology Conference delivers opportunities for networking, education, and collaboration for attendees and vendors in loan operations.

eClerx is excited to be attending the 2026 LSTA Operations & Technology Conference, connecting with industry professionals and loan operations experts to discuss how organizations can build a more modern corporate loan market.

Here’s what you can expect at the event:

• Discover how optimized data efficiency can establish a shared, trusted source of data while working within the realities of a highly customizable market
• Learn how workflow automation, cloud-based architecture, and stronger data governance can enable more scalable and auditable operations
• Opportunities to network, share ideas, and collaborate with loan closers, administrative agents, and other workers within the world of loan operations

Join us on May 5th and connect with our team to learn how eClerx has deployed operational excellence, AI-enabled solutions, and data intelligence to help financial institutions modernize and scale their syndicated loan platforms.

Website link: https://www.lsta.org/events/2026-operations-and-technology-conference/

Attending from eClerx

Kelli Meigs

Senior Sales Executive

eClerx

Shankarsun Sahu

Associate Principal, Fintech

eClerx

Theodore Harrison

Head of US Loan Practice

eClerx

eClerx at DealCatalyst Nashville 2026

DealCatalyst’s U.S. Private Credit Industry Conference on Direct Lending event provides the latest and most relevant content for direct lending funds, BDCs, and their bank funding partners to address areas such as the direct lending market and major regulatory developments within the United States. 

eClerx is excited to be attending DealCatalyst’s Nashville conference, joining banking and investment experts from across the globe to discover the trends currently driving the direct lending landscape.

Here’s what you can expect at the event:

• The rise of AI and automation in banking and investments, from portfolio marketing to mergers and acquisitions
• Deep dives into the future of private credit and how politics, market maturity, and regulatory changes will evolve this sector
• Opportunities to network with funds, hear the outlook for credit performance, and identify investment opportunities

Join us from April 16-17 in Nashville and stop by our booth to learn more about the latest insights and AI-driven client success stories in the financial services and financial crime compliance landscape.

Website link: https://www.dealcatalyst.io/events/the-us-private-credit-industry-conference-on-direct-lending

Attending from eClerx

Theodore Harrison

Head of US Loan Practice

eClerx

Shankarsun Sahu

Associate Principal, Fintech

eClerx

Automating QA with Agentic AI-powered interaction auditing for a global telecom provider

The client partnered with eClerx to improve agent skills and gain greater insights into their customer behavior. By leveraging QA360, eClerx’s AI-powered quality assurance solution, eClerx boosted the efficiency and quality of their customer support services.

Headquartered in the United States, this leading multinational telecommunications company offers cable, internet, and mobile services to residential and commercial customers across the world. Their organization is one of the top five largest telecom brands in the world by revenue, and is consistently featured in the top 50 on the Fortune 500 list.

The challenge

For telecom organizations, customer support operations are pivotal, not only to ensure customer satisfaction, but also to handle issues with equipment or services. However, with larger companies who offer services ranging from cable TV to mobile, the number of interactions taking place every day can be complex to track and analyze.  

With the client’s organization, their existing manual QA process struggling to handle interactions across numerous channels and lines of business. Only able to account for ~2% of total calls, this auditing process limited visibility into the overall performance of agents and Net Promoter Scores (NPS).

In addition, the lack of a unified ecosystem between Sales, Retention, and Credit Compliance teams often resulted in the creation of contradictory or redundant changes within departments that negatively affected other teams.

To address the fragmented workflows and lack of actionable insights, the client sought a solution that could automate and audit higher volumes of customer interactions.

Process inefficiencies:

• Manual audits slowed QA cycles and limited coverage
• Inconsistent evaluation standards across business units

Limited insights:

• No real-time visibility into customer sentiment
• Delayed identification of performance and compliance issues

Fragmented training approach:

• Lack of centralized resources for agent coaching
• Minimal ability to scale personalized training programs

Our strategy

To transform the client’s QA and training operations, eClerx implemented QA360, our proprietary Agentic AI-powered quality assurance solution, to automate interaction evaluation processes and unify the workflows of all teams.

QA360 delivered end-to-end automation of the client’s entire interaction audit process through features like:

•  100% automation of the audit process: QA360 fully automated the client’s audit process, quickly evaluating and reporting on every customer interaction, giving the client’s departments a clear and centralized view of agent performance and compliance.
• Customer satisfaction prediction: Through the power of GenAI, QA360 provided real-time estimates for CSAT and NPS during and after an interaction, helping supervisors better plan targeted training for agents. 
• Real-time supervisor feedback: Featuring a comprehensive and easy-to-navigate dashboard, QA360 allowed the client’s supervisors to provide coaching to agents mid-interaction, as well as be automatically alerted to critical calls, ensuring they could provide full resolution of customer issues.

The results

The client was able to achieve a scalable, data-driven framework for quality assurance and agent development, significantly enhancing both their operational efficiency and NPS metrics.

The results included:

• 32% increase in operational efficiency
• 41% improvement in NPS
• Accelerated agent upskilling

Today, eClerx has been asked to expand QA360’s existing integration through the rest of the organization, keeping them at the forefront of the telecommunications industry.