Business process outsourcing
Private client service for a DIFC-licensed wealth manager
A wealth and asset management firm licensed in the Dubai International Financial Centre, serving high net worth clients across the GCC, the Levant and the Russian-speaking community in Dubai.
- Industry
- Banking and Financial Services
- Pillar
- Business process outsourcing
- Client geography
- United Arab Emirates
- Delivery location
- Dubai
- Languages
- Arabic C2, English C1, Russian C1
- Engagement model
- Dedicated team
- Timeline
- Twelve weeks to steady state, ongoing since
The challenge
The firm's relationship managers were spending an estimated third of their time on service requests that did not require a licensed adviser: statement requests, document collection, portal access issues, appointment coordination and status chasing. That time was coming directly out of client acquisition. The firm could not simply hire junior staff, because everything touching a client conversation had to meet the standard a private client expects and had to be documented to DIFC supervisory standards. Two previous attempts using an offshore provider had failed on register. Clients could tell immediately that they were speaking to someone outside the relationship.
What Corpshore did
We built a dedicated seven person client service desk in Dubai, staffed exclusively by advisors with C2 Arabic, C1 English and, for three seats, C1 Russian. Recruitment prioritised prior experience in private banking, hospitality or luxury retail over contact centre volume experience, because the required behaviour is closer to concierge than to call handling. Training ran for five weeks and covered the firm's product set, the DIFC data protection regime, the specific vocabulary of private client correspondence in Arabic and a hard boundary framework defining exactly where a service conversation stops and a regulated advice conversation begins.
Every interaction is logged in the firm's CRM with a documented outcome. Escalation to the relationship manager happens on defined triggers rather than at the advisor's discretion, which removed the risk that made the firm hesitant in the first place.
Delivery model
Dedicated team, Dubai floor, Sunday to Thursday with extended hours during market events. Governance runs weekly at operational level and monthly at partner level.
Results
- Relationship manager time released back to client-facing activity measured at approximately 28 percent of prior administrative load.
- First contact resolution on in-scope requests reached 91 percent by month four.
- Client satisfaction on serviced interactions held above 4.7 out of 5.
- Zero regulatory findings related to the service desk across the first two supervisory review cycles.
- The team has since expanded from seven to eleven seats.
Why it worked
The firm's earlier failures came from treating private client service as a cost line. Corpshore priced and recruited it as a capability. The register question, which sounds soft, was the entire commercial issue, and it was solved by hiring for it rather than training around it.
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