Trailblazer Award Winner
First Citizens Bank Unites Systems, Services, and Customer Satisfaction
Increases speed and wins awards
“First Citizens Bank really focuses on customers first. We are a very face-to-face business,” explains Dan Hudson, manager of systems integration architecture. “Internally, we had a few pain points. We had five disparate loan systems that we needed to consolidate, over 200 applications that were point-to-point integrations and not very scalable, and multiple acquisitions happening at the same time. We needed a way to reduce our applications portfolio, streamline integration between systems, and quickly integrate systems from new banks. Our front office and back office processes were asynchronous and that also led to pain points.
“Our overarching business goal was to enhance products for customers and create efficiencies so we could serve them better and faster, as well as to increase agility and continue to grow. If we had not been able to remove some of these inhibitors, we would have continued with business as usual, the business pain would still exist, and it would have caused a longer time to market. The business would not have been able to continue to grow its market and customer base.”
“To increase operational efficiency, our technology objectives were to build a suite of services that could be leveraged across multiple channels so we could write once and re-use many times,” continues Mr. Hudson. “Our goal for reducing technical debt across the bank was to simplify our portfolio, remove some applications, standardize on a single integration platform, and retire some older technologies that were costing us more than we were getting out of them.
We wanted to use the same platform to deliver real-time transactions for services from origination to servicing across multiple platforms: mobile, web, customer contact center. We needed to shift from a homegrown enterprise service bus (ESB) to a mature, standardized platform—and with minimal training, have our current staff ramp up to support the new system and large business initiatives. We needed an ESB leader.
“Our relationship with TIBCO started back in 2013 when we had three vendors do POCs. We picked TIBCO ActiveMatrix BusinessWorks™ and TIBCO Enterprise Message Service™ for their simplicity and ability to quickly get us up and running.”
Fast Ramp Up, Increased Customer Satisfaction
“We leveraged TIBCO Professional Services, and it was a very short-term engagement,” says Hudson. “The pre-sales group then took over, and they were the ones that helped us get things up and running.
“Our customers and business partners saw that in a day we had real-time services running in our development environment. It was so fast and clean that we were able to get to market faster, and we already see that reflected in customer satisfaction,” continues Hudson.
“We challenged our team to take an 18-month roadmap for credit card opening and turn it into an 18-week project. Using a set of standard services, they took a paper-based application for credit cards and turned that into an online form that’s used across multiple channels. They enabled online, in-branch, and callcenter credit card applications in real time, giving a customer an approval within 60 seconds. It has also increased the bottom line by providing better cross-sell opportunities for our bankers.
“Another big target was to reduce the amount of time for online auto loans. By re-using services that we wrote for account opening, we accelerated that project from three-years to half that time.
Company and Industry Recognition
“At the end of the transformation project, our team won the Holding award, the highest award in the bank. And now that my team has won a Trailblazer award, it feels like winning that award all over again.”
“The future for us is about our ESB and continuing to grow our service offerings and to expand our use of other TIBCO products,” says Hudson.