Over the past three years, the new call center has been an important factor in reducing call wait times to less than five minutes and speeding the average handling of those calls from 31 minutes per contact down to 22 minutes-even as Quicken continues to gain customers and grow its business. Quicken achieved all these goals-and more. It needed to scale rapidly to support the highly bursty demands of QuickenвЂ™s business, support omnichannel features like screen-sharing and chat to help agents provide fast and effective service, deliver unsurpassed reliability, and operate without the dozens of IT professionals at Intuit who would no longer be available to support it.ДЄdding to the challenge, Quicken needed its new customer support center deployed and fully operational in just two months. But not just any customer contact center. Among other sudden requirements, Roberts, Director of Operations and Technology at Quicken, needed to create a new customer care contact center from scratch. That was the very real question facing Ian Roberts and his colleagues in 2016, when Quicken separated from longtime parent Intuit. So who does Quicken turn to when it wants to manage its own business as effectively as possible so it can get on with providing the best product and service to its customers?

Millions of customers worldwide rely on Quicken to manage their finances as effectively as possible, so they can get on with the rest of their lives.

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