Case studie: Invex

3 9 1 0 FTE´s Freed How Invex Achieved Consistent and Reliable Customer Service with RPA

Initial challenges and customer context

Pursuing operational efficiency and improved customer service

Manual work and bureaucracy in banking processes often become obstacles to agility and innovation.

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The customer lifecycle in a banking institution begins with processing and analyzing vast amounts of data, creating a substantial operational workload for back-office processes. These tasks consume valuable time and resources. Additionally, there are essential cross-functional processes, such as treasury management, anti-money laundering (AML) compliance, and credit applications. While critical to banking operations, these tasks are often tedious, repetitive, and highly manual, limiting the bank's responsiveness and agility.

Faced with this scenario, Invex's Digital Transformation department re-evaluated traditional methods of executing these activities. They recognized that excessive manual processes not only impacted operational efficiency but also hindered the ability to deliver faster, more personalized customer service.

EDSA Quote

At INVEX, we have made a significant progress in our ambition to eliminate all monotonous and repetitive tasks within the Bank. The strategic guidance and process automation support we have received from EDSA have been fundamental in advancing steadily and swiftly toward this goal. We now have a robust and scalable Center of Excellence (COE) and reliable automation solutions, allowing us to focus on improving and automating more activities for the benefit of our employees, customers, and shareholders.

Agustín Delgado Nava Strategy and Consulting Director

With this approach, Invex focused on process review, automation, and re-engineering as fundamental pillars of change. The goal was clear: to reduce reliance on manual tasks, optimize operations, and free up time for teams to focus on higher-value activities.

To achieve this, INVEX committed to fostering a culture of automation based on RPA (Robotic Process Automation). This strategy required not only technological advancements but also a cultural transformation involving the entire organization. With a shared vision of change and continuous improvement, the company began implementing a comprehensive strategy aimed at driving efficiency and enhancing the customer experience.

Solution Development

Human and Digital Collaboration: The Future of Work

Process automation as a driver of Invex's digital transformation

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From the outset, Invex adopted a strategic and well-structured approach to its RPA journey. The initiative's success depended on aligning it with the company’s key objectives, supported by a fully convinced and committed board.

To kick off the project, the Hyperautomation team began exploring different technological options, conducting Proofs of Concept with various vendors and partners. Following this analysis, EDSA and UiPath were chosen as the ideal partners to support INVEX in its transition toward automation.

With a clear vision, the immediate establishment of the RPA Center of Excellence (CoE) was a key step in effectively addressing an ambitious automation program. This structure facilitated the comprehensive handling of the automation lifecycle through structured practices and methodologies, including the following key phases:

  • Discovery, evaluation, and prioritization of processes suitable for automation.
  • Process automation, ranging from complex tasks to those manageable by “citizen developers.”
  • Ongoing support, operation, and governance of the RPA program.

The implementation of the hyperautomation program was based on leveraging UiPath’s core tools, along with EDSA’s development framework, which accelerated construction timelines and fostered seamless collaboration among the teams involved.

Simultaneously, the company conducted a comprehensive review of its operational processes to identify improvement opportunities (re-engineering) that complemented automation. This phase also included exploring other technological options, such as integrations and tools, further expanding the capabilities of digital transformation.

Impact and Achieved Benefits

90 FTE´s now focused on key initiatives

Agile and innovative routine banking processes.

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As a result of this transformation, Invex automated work equivalent to more than 90 full-time employees (FTEs), a milestone achieved through the development of over 120 RPA bots.

Beyond this achievement, Invex also experienced the typical benefits of RPA implementation, including reduced human error and a shift in focus toward higher-value tasks. In this case, those tasks were directed at delivering digital solutions to enhance the customer experience and strengthen the bank’s competitiveness.

To achieve this impact, INVEX, with EDSA’s support, established a Center of Excellence (CoE) that has reached an advanced level of maturity. This progress results from a continuous evolution process, including audits based on EDSA’s 90-point review methodology, encompassing four pillars: Delivery, Organization, Technology, and Operations.

The project also spurred a significant re-skilling initiative among Invex’s workforce. Many employees transitioned from automation users to Functional Analysts and even Developers. Additionally, a robust methodology was developed to prioritize initiatives, focusing on maximizing FTE savings and identifying optimal strategies for addressing them, ensuring efficient use of available resources.