DWG provided a team of delivery experts to immediately fill resource and skill set gaps. They all worked quickly to develop effective governance and improved working practices to ensure the successful delivery of priority initiatives that would bring the most business benefit.

Programme and project managers were engaged across multiple prioritised areas of the Customer Success, Retention and Loyalty (CSRL) department:

• In the Retention team, DWG adopted a Portfolio Management approach to manage the 70+ disparate initiatives at various stages of approval and funding and audited them for strategic value. Governance and reporting were set up and a programme roadmap developed to balance complexity of delivery and business outcome. Customer charters were created to show risks, dependencies, and milestones to get Executive sponsorship and funding where required. The approved initiatives were then successfully implemented as per the roadmap.

• DWG led the turnaround of a Communications Transformation programme consisting of 77 initiatives, spanning 8 workstreams, with overlaps and dependencies with other Avast programmes. The programme scope was aligned, and governance structure, resources and timelines put in place to evolve Avast data and communications from a product-centric to customer-centric approach; driving long-term sustainable revenue through more personalised experiences.

• In the Loyalty team, DWG pulled together a number of initiatives and projects under suitable programmes of work. Governance and reporting were set up and Agile squads were formed, enabling the successful delivery and launch of multiple new and trial products. As part of that process, a Minimum Viable Product (MVP) new customer offer was set up in a specific market developed through collaborative research. Using a bespoke measurement process the MVP was then iterated and scaled for launch into other global markets.

• Within the Commercial business unit of the Retention team, DWG led the governance and tracking of multiple initiatives that addressed a market specific payment processing issue with payment providers, Mastercard and Visa in Brazil. This led to a regional operating model approach that connected multiple acquisition and retention goals in a coherent process.

• DWG led the rapid delivery of regulatory compliance project for the Competition and Markets Authority (CMA) in the UK – the CMA 9 Principles for Anti-Virus businesses applying auto-renewal. DWG led on scope, requirements, gap analysis and resulting objectives, coordination with legal teams and coordination of the functional delivery across Email, IPM, Web, Product and Cart Teams and 3rd party partners.

• DWG filled the position of Squad Lead for a Manual Renewals project. Supporting the operational day to day running including; leading daily stand ups, sprint planning, escalations and maintaining new roadmaps and activities in Jira and Product Board.

• DWG supported and accelerated the full pivot to Agile methodology during the acquisition and merger with Norton, assisting with the transition of the CSRL teams to the new Customer Support Management (CSM) team.