At VBP, we understand that knowledge-sharing among peers and open, honest conversations about evolving support needs are critical to remaining aligned and supporting growth. This deep engagement allows the partnership with clients to pivot and adjust to the growth goals of clients. We actively listen to client feedback, and recently, one recurring theme has been the desire for more clarity around who to talk to across the different capabilities and decision-making levels within VBP. Clients have expressed a preference for regular conversations about their priorities and how we can better support them.
This feedback highlighted a gap in our previous structure. Traditionally our Client Services Managers (CSMs) provide valuable support but were primarily focused on assisting existing VBP team members. The other half of the conversation, the alignment with the needs and direction of clients was missing. The issue was compounded as we grew and decision making become more distant from the key point of contact with clients.
To correct, we’ve simplified our organisational structure, removing layers to ensure direct communication between clients and senior decision makers. This will enhances collaboration, ensures responsiveness, and aligns the services and support VBP offers to each client’s unique circumstances.
We’ve also moved to a segmentation model based on clients not products. This ensures that the segment owners are better able to engage with the specific challenges and opportunities facing different client groups. This means more focused attention and actionable insights within each segment.