Customer experience and back office for a Colombian fintech

The client is a Colombian fintech operating a digital bank and payment product, scaling rapidly across Colombia with regional expansion planned. Its customer base is young, mobile-first and vocal, and its growth had outpaced its support and back-office capacity.

The fintech's support and operations were breaking under its own growth. First contact resolution stood at 46% because agents lacked the tooling and process to resolve issues without escalation, and onboarding, KYC review, disputes and card operations were all running behind, with error rates that created both customer harm and regulatory exposure. Onboarding and KYC were the acute problems. Manual, inconsistent processes produced an 11% error rate on KYC review, which in a regulated financial product is a compliance exposure rather than a service inconvenience. The fintech had been hiring reactively into support and operations, but its internal recruitment could not keep pace with its user growth, and every new market it entered added load faster than it could add people. Speed mattered more than for most clients. A fintech's reputation is made or broken on how it handles money problems, and slow or wrong dispute and card-operations handling was generating the kind of public complaints that damage a young brand.

Corpshore Colombia proposed a single integrated operation covering support and back office rather than splitting them, on the reasoning that a fintech customer's support issue and their onboarding or dispute are the same customer's journey, and fragmenting them across providers produces exactly the disjointed experience a fintech cannot afford.

Corpshore's Ley 1581 compliance position and documented control environment mattered for the KYC and card-operations scope, which handles sensitive financial data, and the Bogotá location placed the team in the country's financial centre.

Seventy-four agents in Bogotá across support and back office: 40 in customer support, 34 across onboarding, KYC review, disputes and card operations, with six team leaders and three QA analysts. Coverage runs extended hours seven days to match the fintech's always-on product. Work is performed on the fintech's own systems through a dedicated secure environment, with controlled access and session logging appropriate to financial data.

Resolution tooling before headcount. The first intervention gave agents the process and authority to resolve issues at first contact rather than escalating, which lifted first contact resolution without simply adding people. Single-entry data across back office. Onboarding, KYC, disputes and card operations were rebuilt around a single-entry model that eliminated the re-keying responsible for most of the error rate. KYC as a controlled process. KYC review moved from an inconsistent manual process to a defined, checklisted, quality-reviewed process, which is what brought the error rate down to a level appropriate for a regulated product. Speed on money problems. Disputes and card operations were prioritised and time-bound, on the reasoning that these are the interactions that most affect a fintech's reputation.

Fintech support first contact resolution

First contact resolution rose from 46% to 91% by month 12, which removed a large share of escalation load and improved the customer experience the fintech's brand depends on. Back-office error rates fell across every process, with KYC review improving from 11.0% to 1.7%, bringing it to a level appropriate for a regulated financial product. The fintech proceeded with its regional expansion on schedule, supported by an operation that could scale with it rather than constraining it.

The single-entry back-office model and the controlled KYC process are client-owned and support the fintech's regional expansion. The integrated support-and-operations model has become the fintech's template for each new market. Corpshore Colombia has extended the engagement to include fraud operations support.